10 strategies to highly effective board meetings final.pptx

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Slides from a panel I moderated about running highly effective board meetings. I implemented many of these ideas into the board I now chair. It definately had a positive affect.

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10 strategies to highly effective board meetings final.pptx

  1. 1. 10 Strategies to HighlyEffective Board Meetings Not-For-Profit Leadership Summit May 7, 2012 1
  2. 2. Panelists and AgendaRob Cordero, CPA Edward Foley• Manager • Director• O’Connor Davies, LLP • Credit Suisse Securities (USA), LLC• 914-381-8900 • 203-863-5911• rcordero@odpkf.com • Edward.foley@credit-suisse.comAlan Mucatel Molly Penn• Executive Director • President• Leake and Watts Services, Inc. • Penn Consulting• 914-963-6586 • 914-674-9036• amucatel@leakeandwatts.org • molly@pennconsultingllc.comMarkham F. Rollins III• CEO• The Rollins Agency, Inc.• 914-337-1833 ext. 507• mrollins3@rollinsinsurance.com Our goal today is to share with you our best practices that we have all implemented and are using at various levels within the non profits we are involved with. There is no silver bullet. All of our strategies may not work for your organization. We want to help you think out of the box and hopefully leave with a few actions items of your own. • The panel and our process today • Ideas for audience • Understanding why we have boards • The 10 Strategies • Questions and Answers 2
  3. 3. What are your board meetings like? 3
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  6. 6. Organizational Cultural Assessment Instrument Current to Preferred1. Dominant Characteristics Current How it Should be in 5 YearsA The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.B The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.C The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.D The organization is a very controlled and structured place. Formal procedures generally govern what people do. Total 100% 100%2. Organizational Leadership Current How it Should be in 5 YearsA The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing.B The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking.C The leadership in the organization is generally considered to exemplify a no-nonsense, aggressive, results-oriented focus.D The leadership in the organization is generally considered to exemplify coordinating, organizing or smooth-running efficiency. Total 100% 100% 6
  7. 7. Organizational Cultural Assessment Instrument Current to Preferred3. Management of Employees Current How it Should be in 5 YearsA The management style in the organization is characterized by teamwork, consensus, and participation.B The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.C The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.D The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships. Total 100 1004. Organization Glue Current How it Should be in 5 YearsA The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.B The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being cutting edge.C The glue that holds the organization together is the emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.D The glue that holds the organization together is formal rules and policies. Maintaining a smooth- running organization is important. Total 100 100 7
  8. 8. Organizational Cultural Assessment Instrument Current to Preferred5. Strategic Emphases Current How it Should be in 5 YearsA The organization emphasizes human development. High trust, openness, and participation persist.B The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.C The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.D The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important. Total 100 1006. Criteria of Success Current How it Should be in 5 YearsA The organization defines success on the basis of the development of human resources, teamwork, employee commitment, and concern for people.B The organization defines success on the basis of having the most unique or newest products. It is a product leader and innovator.C The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.D The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling, and low-cost production are critical. Total 100 100 8
  9. 9. Organizational Cultural Assessment InstrumentPlaces organizations into one of four categories: • A: Personal/nurturing • Emphasis on teamwork and consensus building • B: Entrepreneurial • Emphasis is on dynamism and risk-taking • C: Competitive, results-oriented • The ends justify the means here – results drive the process • D: Efficient, structured/controlled • Emphasis here is on systems and routine 9
  10. 10. Board Assessment QuestionnairePlease rate your organization on each of the following elements of Board functioning and Board-Staffpartnering. The survey is designed to raise your awareness of areas of strength as well as areas thatmay be impeding the success of your Board of Directors. At the end of the questionnaire is a scoringguide.Use the Scoring Sheet that is attached to record the rating (on a scale of 1-5) that you give to eachstatement. To no To some To a To a To a extent extent moderate large great Element extent extent extent 1. Board members are familiar with why their board colleagues 1 2 3 4 5 have chosen to serve on the board of this organization 2. Board members have been identified to serve in key board 1 2 3 4 5 leadership roles 3. We make certain that new members get oriented – to 1 2 3 4 5 understand organizational background and to learn about the organization’s current situation 4. I have a great deal of respect for my Board Chair 1 2 3 4 5 5. I’m ready to devote more time to help the board understand 1 2 3 4 5 enough to function effectively as individuals and as a team 6. Board members know most (or key) staff members: know 1 2 3 4 5 their name; know the role they play in the organization 7. Board leaders (officers and committee chairs) convene 1 2 3 4 5 meetings regularly 8. Our board members understand our financial structure and 1 2 3 4 5 our funding situation and outlook 9. I have substantive conversations with my Board Chair on a 1 2 3 4 5 regular basis 10. I have shared my expectations and hopes for the board 1 2 3 4 5 with the board leadership 11. Board members have had the opportunity to work with staff 1 2 3 4 5 on projects or committees 12. Board leaders (officers and committee chairs) are effective 1 2 3 4 5 in organizing and leading meetings 13. Our board members understand the legal responsibilities of 1 2 3 4 5 serving on a nonprofit corporation’s Board of Directors 14. My Board Chair and I have taken time to get to know each 1 2 3 4 5 other – what motivates each of us, what our strengths are 15. Working with my board is (approximately) a significant part 1 2 3 4 5 of my work as Executive Director 10 16. Board members’ regard for one another is strong 1 2 3 4 5
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  13. 13. Agenda – Best PracticeI. Write the mission on the top of the agenda for each meetingII. Tell a “client story” at each meetingIII. Cluster routine items at the beginning (approval of minutes, etc.)IV. Have a strategic discussion in the middleV. End with decisions to be made – votes takenVI. Manage time carefully, keep discussions productive 13
  14. 14. Strategic vs. Tactical OPERATIONAL STRATEGICImplementation Oriented Fundamental and Directionalo Affect a single unit, division, or o Will affect or have an impact on the program entire organizationo Present a minor financial risk or o Present a major financial risk or opportunity opportunity (>25% of the budget)o Are relatively benign and have o May generate lots of interest and minimal impact on stakeholders and concern among stakeholders and the larger community those in the larger communityShort-Term Long-Termo Focused on the short-term – right o Anticipate challenges and now or within the next year opportunities that will confront the organization at some point in the future (generally two years or more)Functional and Current-focused Future-Focusedo Have obvious or best approach for o Have significant implications for the addressing the issue future of the organization and itso Can be done within existing structure stakeholders if the issue is not and budget, or require minor addressed revisions o Require development of newo Minimal implications, other than programs, additional revenue, or possible inconvenience or additional facilities, staff and other inefficiency, if issue is not addressed resources o Have various options for how the issues might be addressed 14
  15. 15. Clarify Roles of CEO & Board ChairThe CEO Leads• Operational matters • Developing annual budget • Focusing attention on a program issue • High-level staffing • Decisions that will have a “significant” effect on the budgetThe Board Leads• Policy development • Governance policy, Fiscal policy, External relations policy• Setting Direction- Strategic planning• Employment of CEO- • Hiring/Firing • Salary negotiations • Performance reviews 15
  16. 16. Clarify Roles of CEO & Board ChairBoard and CEO as Partners• Fund raising • Capital campaigns • Major gifts• Major budgetary decisions • Decisions that affect more than 10% of the budget • Compliance issues• Legal issues• Intersection of strategy and implementation • Strategic planning • Major change efforts 16
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  18. 18. Board Dashboard Samples 18

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