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.

1. 10 Strategies to Highly
Effective Board Meetings
Not-For-Profit Leadership Summit
May 7, 2012
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2. Panelists and Agenda
Rob 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.com
Alan Mucatel Molly Penn
• Executive Director • President
• Leake and Watts Services, Inc. • Penn Consulting
• 914-963-6586 • 914-674-9036
• amucatel@leakeandwatts.org • molly@pennconsultingllc.com
Markham 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. What are your board
meetings like?
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4. 4

5. 5

6. Organizational Cultural Assessment Instrument
Current to Preferred
1. Dominant Characteristics Current How it Should
be in 5 Years
A 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 Years
A 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%
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7. Organizational Cultural Assessment Instrument
Current to Preferred
3. Management of Employees Current How it Should
be in 5 Years
A 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 100 100
4. Organization Glue Current How it Should
be in 5 Years
A 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
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8. Organizational Cultural Assessment Instrument
Current to Preferred
5. Strategic Emphases Current How it Should
be in 5 Years
A 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 100 100
6. Criteria of Success Current How it Should
be in 5 Years
A 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
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9. Organizational Cultural Assessment Instrument
Places 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
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10. Board Assessment Questionnaire
Please rate your organization on each of the following elements of Board functioning and Board-Staff
partnering. The survey is designed to raise your awareness of areas of strength as well as areas that
may be impeding the success of your Board of Directors. At the end of the questionnaire is a scoring
guide.
Use the Scoring Sheet that is attached to record the rating (on a scale of 1-5) that you give to each
statement.
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
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16. Board members’ regard for one another is strong 1 2 3 4 5

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13. Agenda – Best Practice
I. Write the mission on the top of the
agenda for each meeting
II. Tell a “client story” at each meeting
III. Cluster routine items at the beginning
(approval of minutes, etc.)
IV. Have a strategic discussion in the middle
V. End with decisions to be made – votes
taken
VI. Manage time carefully, keep discussions
productive
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14. Strategic vs. Tactical
OPERATIONAL STRATEGIC
Implementation Oriented Fundamental and Directional
o Affect a single unit, division, or o Will affect or have an impact on the
program entire organization
o 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 community
Short-Term Long-Term
o 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-Focused
o Have obvious or best approach for o Have significant implications for the
addressing the issue future of the organization and its
o Can be done within existing structure stakeholders if the issue is not
and budget, or require minor addressed
revisions o Require development of new
o 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
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15. Clarify Roles of CEO &
Board Chair
The 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 budget
The Board Leads
• Policy development
• Governance policy, Fiscal policy, External
relations policy
• Setting Direction- Strategic planning
• Employment of CEO-
• Hiring/Firing
• Salary negotiations
• Performance reviews
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16. Clarify Roles of CEO & Board
Chair
Board 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
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18. Board Dashboard Samples
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