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Board Leadership Succession


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Board Leadership Succession

  1. 1. BOARD DEVELOPMENT COURSE LEADERSHIP IN TRANSITION INSTRUCTOR ANNE ACKERSON This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
  2. 2. Leading by Design : Maintaining the Momentum with Training <ul><li>What is board leadership succession? </li></ul><ul><li>What is at Stake? </li></ul><ul><li>Is it a policy, a procedure, a plan? </li></ul><ul><li>Who’s responsible for board leadership succession? </li></ul><ul><li>Creating a “Leadership Pipeline” </li></ul><ul><ul><li>Defining Leadership Attributes </li></ul></ul><ul><ul><li>Articulating future board leadership needs </li></ul></ul><ul><ul><li>What the organization needs to have in place </li></ul></ul><ul><ul><li>Recruiting for leadership </li></ul></ul><ul><li>How to Start </li></ul><ul><li>Succession Planning Checklist </li></ul>1
  3. 3. What is Board Leadership Succession? <ul><li>It is an organizational mindset and commitment that does not leave leadership to chance: </li></ul>4 <ul><li>Goes beyond standard Bylaws </li></ul><ul><li>Grounded in the dynamism of nonprofit organizations </li></ul><ul><li>Strategic approach to match skills and attributes with organizational needs </li></ul><ul><li>Requires organizational commitment to developing the leadership bench </li></ul><ul><li>It’s more about the future than now </li></ul>
  4. 4. What’s at Stake? <ul><li>Yvonne Harrison and Vic Murray, “The Best and Worst Board Chairs”, The Nonprofit Quarterly (summer 2007) </li></ul><ul><li>Board Chairs Wield A Lot of Power </li></ul><ul><ul><li>Organizational success is directly related to the effectiveness of a board’s chairperson </li></ul></ul><ul><ul><li>Board chairs have influence over other board members, CEO’s and management teams, and external stakeholders </li></ul></ul><ul><li>An Effective Board Chair… </li></ul><ul><ul><li>Is committed to action and exerts influence collaboratively </li></ul></ul><ul><ul><li>Is a force for change </li></ul></ul><ul><ul><li>Possesses both “Emotional and Spiritual Intelligence” </li></ul></ul><ul><ul><li>Is a “conductor” not a “caretaker” </li></ul></ul>
  5. 5. What’s at Stake? <ul><li>Smooth Transition </li></ul><ul><li>Incoming and outgoing leadership can overlap </li></ul><ul><li>Competencies can be strengthened </li></ul><ul><li>Trust built </li></ul>7
  6. 6. Is Board Leadership Succession a policy, a procedure, a plan? <ul><li>Language in the Bylaws that speaks to the issue and refers to a specific document </li></ul><ul><li>Job description for the chairperson’s role that includes </li></ul><ul><ul><ul><li>Specific responsibilities to the full board, individual board members, CEO and other key staff, and stakeholders </li></ul></ul></ul><ul><ul><ul><li>Qualifications for the job </li></ul></ul></ul><ul><li>A policy or procedural statement for use by the board, related committees and staff leaders </li></ul><ul><li>Identification of board succession issues in the strategic plan </li></ul>8 What ought to be in writing and approved
  7. 7. Who is responsible for Board Succession Planning? <ul><li>Full Board </li></ul><ul><li>Board Development/Nominating Committee </li></ul><ul><li>Staff Leadership </li></ul>
  8. 8. <ul><li>Highly – rated Attributes </li></ul><ul><ul><li>Trustworthiness </li></ul></ul><ul><ul><li>Intelligence </li></ul></ul><ul><ul><li>Good Listening skills </li></ul></ul>Creating a “Leadership Pipeline”: Defining Leadership Attributes 8 <ul><li>Low – rated Attributes </li></ul><ul><li>Dictorial </li></ul><ul><li>Critical </li></ul><ul><li>Motivated by self - interest </li></ul>Yvonne Harrison and Vic Murray, “The Best and Worst Board Chairs”, The Nonprofit Quarterly (summer 2007) What would be on your organization’s list of leadership attributes?
  9. 9. Creating a “Leadership Pipeline”: Articulating future board leadership needs 9 <ul><li>Important to come together around a list of “must-have” leadership competencies that embody specific attributes, such as </li></ul><ul><ul><li>Relationship competencies </li></ul></ul><ul><ul><li>Commitment and action competencies </li></ul></ul><ul><ul><li>Analytic skill competencies </li></ul></ul><ul><ul><li>“ Willingness to create” competencies </li></ul></ul><ul><ul><li>Ability-to-influence competencies </li></ul></ul>
  10. 10. Creating a “Leadership Pipeline”: What the Organization Needs to Have in Place <ul><li>A Well – Organized Board Attracts Leaders </li></ul><ul><li>Timely and focused board meetings </li></ul><ul><li>Commitment to delegation of responsibilities, transparency, and accountability </li></ul><ul><li>Strategic plan in place and best practices identified </li></ul><ul><li>Free flowing dissemination of information with senior staff </li></ul><ul><li>Effective communication systems </li></ul><ul><li>Procedures in place to reduce individual’s fears or reluctance to assume a leadership role </li></ul>
  11. 11. Creating a “Leadership Pipeline”: What the Organization Needs to Have in Place <ul><li>Expose potential leaders to </li></ul><ul><li>the leadership comptetencies your organization ranks highly </li></ul><ul><li>current or former outstanding board members </li></ul><ul><li>innovative thinkers who will encourage them to stretch </li></ul>
  12. 12. Creating a “Leadership Pipeline”: Recruiting for leadership <ul><li>Armed with knowledge about the </li></ul><ul><li>Organization’s current and future strategic directions (strategic plan) </li></ul><ul><li>Leadership competencies necessary to achieve these directions </li></ul><ul><li>Current leadership competencies that reside on the board (inventory) </li></ul><ul><li>Policies and procedures in place to develop potential leaders </li></ul><ul><li>Your Board Development Committee can initiate the cycle of identification, cultivation and recruitment. </li></ul>14
  13. 13. <ul><li>How to start? </li></ul><ul><li>If necessary, identify board champions to make the case for a succession planning strategy. </li></ul><ul><li>Evaluate strength and scope of current Nominating/Board Development Committee; act on weaknesses </li></ul><ul><li>Full Board/Key Staff/Key Stakeholder Discussion about Leadership Needs </li></ul><ul><li>Tools </li></ul><ul><li>Succession Planning Assessment: what’s in place/what needs to be developed? </li></ul><ul><li>Assessment Action Plan: identify, assign and timeframe tasks </li></ul><ul><li>Skills Inventory </li></ul><ul><li>Strategic Plan </li></ul>
  14. 14. Succession Planning Checklist Board Members 2008 Federation of Community Organizations & Non-Profit Sector Leadership Program, Dalhousie University <ul><li>Our organization has a strategic plan to which it is committed </li></ul><ul><li>Board roles and responsibilities have been documented and reviewed </li></ul><ul><ul><li>Board Member job description </li></ul></ul><ul><ul><li>Chair job description </li></ul></ul><ul><ul><li>Conflict of interest guidelines </li></ul></ul><ul><ul><li>Board members code of conduct </li></ul></ul><ul><ul><li>Board committee roles descriptions </li></ul></ul><ul><li>The future skills and talent composition of the board have been assessed in light of the our organization’s future board leadership needs </li></ul><ul><ul><li>Organizational expertise </li></ul></ul><ul><ul><li>Representation </li></ul></ul><ul><ul><li>Community/issue knowledge </li></ul></ul><ul><ul><li>Fund raising ability </li></ul></ul><ul><ul><li>Commitment to goals </li></ul></ul><ul><li>We have a board recruitment plan </li></ul><ul><ul><li>We have a three year board recruitment/board succession outlook </li></ul></ul><ul><ul><li>A standing recruitment or nominations committee is in place and reporting at least three times a year </li></ul></ul><ul><ul><li>A board member prospects list has been developed and is up to date </li></ul></ul><ul><ul><li>Our recruitment package is up-to-date </li></ul></ul><ul><ul><li>Information on our board, board member duties and on the nomination or recruitment process is on our website </li></ul></ul><ul><ul><li>We are using our committees as stepping stones for the board </li></ul></ul><ul><li>We have board development/education plan </li></ul><ul><ul><ul><li>We will be conducting a board self-evaluation and will act on the results </li></ul></ul></ul><ul><ul><ul><li>We have planned (x number of educational sessions/development opportunities for board and staff </li></ul></ul></ul><ul><li>We have taken steps towards a more diverse and multi-generational board </li></ul><ul><li> Our recruitment plan includes some diversity goals </li></ul>
  15. 15. NYS ARTS BLOG <ul><li>Webinars and Conversations on the BLOG! </li></ul><ul><li>Ask questions </li></ul><ul><li>Review Topics </li></ul><ul><li>Share information </li></ul><ul><li>Explore new ideas </li></ul><ul><li>On to the Blog! </li></ul><ul><li>Do you have one or two take-aways from these webinars that you intend to implement right away? </li></ul><ul><li>If so, what are they? </li></ul><ul><li>  </li></ul>14