This presentation was delivered at NADO's Annual Training Conference, held in Anchorage, Alaska on September 9-12, 2017. New RDO leaders are often struck by how much they need to learn as they assume new roles with greater responsibility in their organizations. During this Learning Lab, attendees will gain insights into what makes a strong RDO leader, including: building solid board relationships, proactively addressing staffing issues, and managing uncertainty. Monica Scamardo, President, Variate, Round Rock, TX Sponsored by Three Rivers Planning and Development District

1. What You Need to Know
to Be an Effective RDO
Dr. Monica Scamardo
www.variateconsulting.com
512.914.6484

2. Effective RDO’s
1. Manage Uncertainty
2. Engage the Board
3. Address Staffing Issues

4. #1 Manage Uncertainty

5. Results
Accountability
Commitment
Productive Conflict
Trust
Relationship Between Trust & Results
Lencioni, 2002

6. Components of Trust
Character
• Adheres to a set of principles
• Actions reflect values
• Clear motive and intentions
Competence
• Relevant skills & capabilities
• Get results
• Performance on the job
Benevolence
• Want to do good for others
• Demonstrate respect & caring
• Protect others’ interests
Resource: Mayer, Davis & Schrooman, 1995
Competence
Benevolence
Character

7. Best Practices to
Manage Uncertainty
• Make and keep commitments
• Explain decisions & direction
• Give/Seek feedback
• Be visible
• Engage in difficult conversations
• Speak to influence

8. Speaking Concisely Framework
P Make your point upfront
R Give your rationale
E Provide evidence & data
P Repeat your point

9. #2 Engage Your
Board
How?

10. Goals Create Engagement
• Be sure your board members know your goals for the year.
• How many members to we want to gain?
• How much funding to we want to secure?
• How many people do we want to serve directly?
• Be sure they know the impact of accomplishing the goals.
• We’ll help our region to XYZ.
• We will help hungry people get nutritious meals right here in our
community.
• Be sure every board member knows what their job is to
make the plan happen.
• Bring in 25 new participants to annual conference.
• Run a task force to identify XYZ
• Serve on a governmental relations committee to strengthen
relationships with elected officials.
• Keep in touch with your board members informing them of
successes and specifically where you need their support.

11. Engaging Board Members
1. COMMUNICATE GOALS
2. PERSONAL SITE VISIT
3. COMMITTEES ASSIGNMENT
4. PERSONALIZE THE RELATIONSHIP
5. GET COMMITMENTS EARLY
6. RUN VALUABLE BOARD MEETINGS

12. #3 Address Staffing Issues

13. What is a Crucial Communication?
13Source: Crucial Conversations, Patterson, Grenny, McMillan, Switzler
Opinions Vary
Stakes Are High
Emotions Are Strong

14. Why We
at Crucial Communications
1. Avoid or stay silent
2. Attack the person
3. Don’t care/care too much about other’s interests
4. Don’t have a model
5. Hijacked by emotions
14

15. Checklist for Crucial Conversations
1. It’s a process, not a one-time event
2. State the goal/purpose
3. Discuss the data/experiences
4. Get their input
5. Layout the options to reach the goal
6. Confirm the outcome of the conversation

16. Types of
Conflict
Relationship: a personal disagreement
Task: disagreement over what the goal is
Process: disagreement over the means or process for
achieving a goal
Status: disagreement over who is in charge or can call the
shots

18. Dr. Monica Scamardo
monica@variateconsulting.com
18
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