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IDEC 2014 Winter Meeting Leadership and Governance

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IDEC 2014 Winter Meeting Leadership and Governance

  1. 1. IDEC European Leadership Seminar Ljubljana, Slovenia January 24-25, 2014
  2. 2. Committee Volunteers Chairs Regionals State Associations IRA Committees Affiliates Local Councils Board Members IRA Board Projects
  3. 3.  Set a defensible set of directions  Influence followers/members to move in that direction
  4. 4. Leadership effects are usually largest where and when they are needed most.
  5. 5. 1) 2) Think of someone whom you feel exemplifies good leadership Identify two to three leadership characteristics that person possesses
  6. 6.  Ability to: listen, analyze, think clearly and creatively, work well with people individually and in a group
  7. 7.  Willing to prepare for and attend meetings, ask questions, take responsibility and follow through on assignments, open doors in the community and evaluate oneself
  8. 8.  Develop skills if you do not already possess them, such as to: cultivate and recruit board members and volunteers, read and understand financial statements, have deep, substantive knowledge of programs and services.
  9. 9.  Possess: honesty, sensitivity to and tolerance of differing views, a friendly, responsive, patient approach, community-building skills, personal integrity, a developed sense of values, concern for your organization’s development, a sense of humor.
  10. 10. “Governance is the board’s legal authority to exercise power and authority over an organization on behalf of the community it serves.”* * The Handbook of Nonprofit Governance, Boardsource, 2010
  11. 11. Why serve on a board?  Self-interest  Ego  Altruistic
  12. 12. Implement mission and establish strategic direction  Ensure necessary resources to implement the mission  Provide fiduciary oversight 
  13. 13. Duty of Care – stay informed and understand issues to make decisions Duty of Loyalty – undivided allegiance to the organization when making decisions Duty of Obedience - duty bound to be faithful to the mission and ensure compliance with the laws and relevant regulations, as well as bylaws Ultimately, you are part of a group vested with making decisions on behalf of the organization and accountable for those decisions.
  14. 14.  Have clear understanding of board’s responsibility for governance of the organization  Regularly attend board and committee meetings  Serve on committees; take special assignments  Stay informed   Follow conflict of interest and confidentiality policies Support the organization by informing others of its work
  15. 15. States the purpose of the organization  Defines members  Defines the board and officers  Defines terms and succession  Provides protection for board members  Outlines specific decisions requiring vote as determined by law 
  17. 17.      Ensure board members carry out roles and responsibilities Be a contact for board issues Facilitate board meetings: promote meaningful dialogue, give every member the opportunity to contribute Operate according to what’s best for the organization Ensure board members have all necessary facts and figures, pros and cons when making a decision
  18. 18.     Agenda features discussions that are ambiguous, examine problematic situations, rather than reports and routine motions Meetings focus on small number of issues addressed in depth Meetings are organized around what needs to be accomplished versus how the organization is organized There is flexibility in meeting rules
  19. 19.       Who sees the situation differently? What are we missing? What problems might the proposed solution create? What is the best possible outcome? What is the worst-case scenario? What is the next question we should address?
  20. 20.    Questions assumptions, probe feasibility, identify obstacles and opportunities Promotes robust dialogue Posit that great minds think differently, and discussions are enriched by multiple perspectives
  21. 21. • Few committees of the board; use of special committees (i.e., task forces, etc.) • Committees are structured around what needs to be accomplished versus how the organization is organized • Committees have description and charges, are clear in their purpose, and work toward specified goals and timelines
  22. 22.    Work groups to accomplish tasks that need to be done outside of board meetings; can be charged with developing proposals or acting on behalf of the board Create a charge – a statement of purpose that explains role, expected outcomes, and sets due date for deliverables. Committee structure is driven by the strategic plan
  23. 23.     Have specifically stated purpose, with clear deliverables due in a specified time period Maintain minutes and report on a schedule to the board Are disbanded when work is done Can be convened for short-term or special projects (task forces, ad hoc, etc.)
  24. 24. Exceptions:  Governance/Nominating  Finance
  25. 25.         The Board functions as a team Board maintains and adheres to a Code of Conduct Board entrusts committee and its members to carry out and fulfill committee purpose Board member recruitment is deliberate and conducted against a strategic purpose New board members are provided with orientation The board monitors and annually evaluates board performance Committee structure is streamlined and flexible Meetings are strategic, focused, engaging, productive
  26. 26.

Editor's Notes

  • The board is authorized to establish policies and make decisions that will affect the life and work of the organization and it is accountable for the actions that follow those policies and decisions. Governance is group action. Individuals do not govern the organization.
  • What are the motivators for serving? Self-interest: personal gain or an advantage for company, practice, firm – visibility, credibility, referrals, networkingEgo: self-importance or self-esteem, having something that looks good on a resumeAltruistic: unselfish desire to serve and advance the mission or purpose -- “give back”
  • Establish policy
  • Duty of care
  • Stay informed of mission, services, policies and programsYOU REPRESENT THE STATE --- NOT your LOCAL COUNCIL
  • To work well, absolutely requires civility and collegiality and in order to curb the dysfunctional politeness and groupthink.The work is not just the board’s – it includes the Head and staffGenerative work is fusion of thinking: not a division of laborThe point is not to displace or control staff, but to test views with a supportive, inquisitive board