The One-Two PunchThe One-Two Punch
for Better Boardsfor Better Boards
Rolf M. Crocker, AMS, CCAM
Chief Executive Officer
OMNI Community Management
The First Punch:The First Punch:
Servant LeadershipServant Leadership
Robert K. Greenleaf
How Greenleaf developed the
concept of Servant Leadership
The basis of Servant Leadership was developed
through ‘real world’ experience
40 years at AT&T (1924 – 1964)
A consultant to many businesses, foundations,
professional societies, church organizations and
A deep involvement with colleges and
universities during the campus turmoil of the late
1960’s and early 1970’s
A desire “re-invent” big business
HOAs are designed to be ‘serving’
Board members are ultimately ‘Trustees’,
fiduciaries for that which is owned by others
Management is also a ‘service’ industry
Servant Leadership is a framework that
– Ensures those being served are heard
– Creates accountability
– Develops trust
Why does Servant Leadership
apply to HOAs
Core Statement of
The servant-leader is servant first… It
begins with the natural feeling that
one wants to serve, to serve first.
Then conscious choice brings one to
aspire to lead.
- Greenleaf, Servant Leadership, p.27
Why is ‘Servant’ before ‘Leader’?
“It’s not about you.”
It keeps ego at bay
It sets a tone of being present to help
It creates trust
It reduces the ‘Animal Farm’ effect
– “We’re all equal, but some are more equal
The Test of
Do those served grow as persons? Do they, while
being served, become healthier, wiser, freer,
more autonomous, more likely themselves to
become servants? And, what is the effect on the
least privileged in society? Will they benefit, or
at least not be further deprived?
- Greenleaf, Servant Leadership, p.27
What does THAT mean?
Are you, by your leadership, making a positive
difference to those around you?
If Leadership is Influence, are your decisions and
actions inspiring others to do more, be more,
Kind of like the “Butterfly Effect” – does your
leadership make a positive difference all the way
down the line?
Questions for Servant Leaders
What Are You Trying To Do?
If you are leading the way, where are you going?
Can you clearly articulate the goal and/or dream?
Do you elicit trust in those you are leading?
The Qualities of Servant Leaders
Listening & Understanding
“Lord, grant that I may not seek so much to be
understood, as to understand” – St. Francis of
Do not be afraid of silence; “In saying what I
have in mind, will I really improve on the
Language & Imagination
What you say must have meaning to the hearer
A relevant Frame of Reference
The need to ‘think through’
Energy for the task at hand
A calming effect which encourages and enables
Acceptance & Empathy
Tolerant of Imperfection
No one ‘deserves’ – all are frail
‘Typical’ Human Nature
WHAT is going to happen WHEN
Seeing the ‘forest through the trees’
A ‘better-than-average’ guess
Bridging the ‘information gap’
Don’t be fooled – this isn’t for the
weak or faint-hearted…
Poem by Brewer ---Poem by Brewer --- as citedas cited
by Hansel, in Holy Sweat,by Hansel, in Holy Sweat,
Dallas Texas, Word, 1987Dallas Texas, Word, 1987
Controlled enough to be flexible
Free enough to endure captivity
Knowledgeable enough to ask questions
Loving enough to be angry
Great enough to be anonymous
Responsible enough to play
Assured enough to be rejected
Victorious enough to lose
Industrious enough to relax
Leading enough to serve
Strong enough to be weak
Successful enough to fail
Busy enough to make time
Wise enough to say "I don't know"
Serious enough to laugh
Rich enough to be poor
Right enough to say "I'm wrong"
Compassionate enough to discipline
Mature enough to be childlike
Important enough to be last
Keys To Remember…
You CAN make a positive difference!
Set Ego Aside
Always remind yourself:
It’s Not About Me!
What Goes Wrong
Time on the trivial
Reviewing, rehashing, redoing
Little thought given to the holistic
design of Governance
Little consistency in:
- Defining what the Board’s Job is
- Defining how the Board’s Job gets done
- How to monitor adherence
- How to measure results
A model of Governance should:
Delineate the Board’s
Determine level of
Balance of control
Use board time
A Summary of Policy Governance
Policy GovernancePolicy Governance is a set of logical principles
wherein the Board, on behalf of the Ownership,
defines the purpose of the organization that
What Good, for
What People, at
* For more information, go to www.carvergovernance.comwww.carvergovernance.com
PG Summary (cont’d)
Once the purpose has been made clear, proceed to
develop a series of policies that:
1. Describe the organizational Ends to be
2. Set forth limitations on Means
3. Define the relationship between the Board and
4. Define the relationship between the Board and
PG Summary (cont’d)
Management performance is then measured and
monitored by the Board as follows:
Against written expectations
Whether management violated any limitations
Did the Board get what they asked for?
Management’s job above all else is . . .
““To make sure everything comes out right!”To make sure everything comes out right!”
A Core Value of PG . . .
The Board speaks as One VoiceThe Board speaks as One Voice
Why is this important?
Eliminates Fractionalizing the Board
Eliminates the perception that one has more
power than the other
Delineates clear lines of authority to Staff
– Staff doesn’t have to worry about who the ‘real’ boss is
Policy Governance Is . . .
A holistic governance model
Addresses deficiencies in the current structure
Enables Boards to fulfill their ‘higher purpose’
Allows the Board to see the Forest thru the trees
Defines the roles and relationships of all parties
Focus on Results – is outcome-driven
Creates a road map for long-term Association
MotivationMotivation – Why we do what we do
StructureStructure – How we can accomplish great
Thank YouThank You
For Your Time!For Your Time!