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130210 NYSAR Boardology
The document discusses effective board leadership and governance. It provides tips for board members, presidents, and staff on their respective roles and responsibilities. Key points include that an effective board educates, connects, inspires, and decides to help achieve organizational goals. The duties of care and loyalty for board members are outlined. Conflicts of interest and liability issues for directors are also addressed. Governance documents like bylaws that define the structure and rules of an organization are referenced.
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130210 NYSAR Boardology
- 1. Boardology: The Art &Science of Board Leadership Holly Duckworth, CAE, CMP @hduckworth #LSI #leadership #NYSAR Leadership Solutions International #nysar @hduckworth
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- 3. Leadership is theart of getting things done thru inspiring other people.” Holly Duckworth, CAE, CMP www.leadershipsolutionsintl.com
- 4. Technology Zone: Twitter @hduckworth www.Facebook/leadershipsolutionsinternational www.leadershipsolutionsintl.com Use this as a place to learn and grow. #nysar @hduckworth
- 5. An effective boardof directors: ___EDUCATES____, ___________ and ___________________ and _________ how to achieve the organizations goals.
- 6. An effective boardof directors: ___EDUCATES____, ___CONNECTS____ and ___________________ and _________ how to achieve the organizations goals.
- 7. An effective boardof directors: EDUCATES, CONNECTS ______INSPIRES________ and _________ how to achieve the organizations goals.
- 8. An effective boardof directors: EDUCATES, CONNECTS INSPIRES and ___DECIDES____ how to achieve the organizations goals.
- 10. Is it timeto panic? Everything about our associations is changing. You may be running the race for relevance, or looking at your association in unorthodox ways... but, at the end of the day it comes down to leading people.
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- 15. Art of BoardLeadership #nysar @hduckworth
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- 18. I’m optimistic aboutthe vision of my organization. WE fill a tremendous void before the organization was created Karen Conlon, President & CEO CA Association of Community Managers
- 19. I’m optimistic about Ourstaff is the best we have ever have talented Nathan Ridnouer - Specialty Equipment Marketing Association
- 20. I’m optimistic about… Changesin our industry and the changes we have made to our governance structure Sharron Bradley - Western Home Furnishings Association
- 21. Start with theTruth @hduckworth
- 22. Who are youas a Leader? Wave the magic wand Tap your gavel?
- 24. Role of theBoard of Directors
- 25. Questions to Ask Yourself & Your Board Am I committed to the mission of the organization? Can I contribute the necessary time to be effective? Am I comfortable with the approach to fundraising? Can I place the organization’s purposed and interests above my own professional and personal interests when making Board decisions?
- 26. Responsibility of Directors Mustknow and understand the mandate of the organization Must be familiar with those whom they serve (i.e. the members) Must be transparent in their operations Must develop appropriate policies and procedures Must avoid conflict of interest
- 27. Responsibility of Directors Mustbe fiscally responsible Must implement assessment and control systems (i.e. for finance, strategic planning) Must plan for succession and the diversity of the Board
- 28. Role of theBoard Communicate. Listen. Seek to understand before you seek to be understood. Speak! Don’t be afraid to be understood. Question? This leads to greater understanding and better decisions. Make decisions based on situation not personality; avoid all appearance of conflict of interest
- 29. Role of thePresident The President is the facilitator. They do not control the discussion or mandate policy. The main role is to ask questions and listen. They are the official spokesperson for the association, unless they choose to designate someone else.
- 30. President The President shallserve as chairman of both the Board of Directors and the Executive Committee. The President shall also serve as a member, ex-officio, with right to vote on all committees except the Nominating Committee. At the Annual Meeting and at such other times, the President shall communicate to the members such matters and make such suggestions that will promote the welfare and increase the usefulness of the association. The President shall perform such other duties as or as may be prescribed by the Board of Directors.
- 31. Role of BoardMembers Keep the best interests of the membership and of the organization in mind. Support decisions once they are made. Your time for questioning is during the meetings. Be fiscally responsible.
- 32. Role of Staff Implementthe Direction Set by the Board Empowered to make financial decision as set in the framework of the budget Knows and implements policies as set by the board Maintain and be the voice of history for the organization gently reminding board of Polices & Bylaws to guide them in decision making May be to take minutes and notes of meetings
- 33. Role of Staffis NOT Micro managed decision making Question decisions made
- 34. Duty of Care Directors’fiduciary duties can be divided into two main branches: a) the duty of care; and, b) the duty of loyalty. The duty of care imposes on directors a duty of competence or skill – i.e., a requirement to act with a certain level of skill; and a duty of diligence. The duty of skill and diligence must be performed to a certain “standard of care”.
- 35. Duty of Loyalty The duty of loyalty requires that a director act honestly and in good faith in the best interests of the corporation. Among other implications, it means that a director is not allowed to profit from his or her office (the “no profit rule”) and must avoid all situations in which his or her duty to the Corporation conflicts with his or her interests (the “no-conflict rule”).
- 36. Conflict of Interest Anapparent conflict of interest occurs when the answer to the following question is "yes": Would a reasonably informed person perceive that the performance of the director's duties and responsibilities could be influenced by their financial or material interest?
- 37. Conflict of Interest Occurs when: a board member diverges from the associations’s professional obligations to a private interest involving actions that are determined by personal or financial gain a board member acts in a position of authority on an issue in which they have financial or other interests
- 38. Examples: Conflict ofInterest Directors could be in conflict of interest if they offer services to the association on whose board they serve even if the charge for these services is at or below the market value. A board member who has check writing/signing authority is responsible for paying invoices from a relative or business partner even for legitimate services
- 39. Liability of Directors Directorsare responsible for breaches of their fiduciary duty to the corporation. They can be held personally liable for breaches of statutory provisions that impose responsibility on them as directors. Directors are liable for the crimes that they commit themselves, even if committed while executing their responsibilities as a director.
- 40. Liability of Directors Directorsare usually not personally responsible for the contracts they sign on behalf of the organization as long as they have the legal right to do so.
- 41. Liability of Directors Directorscan be held personally responsible for scenarios that include unsafe venues, the inappropriate actions of volunteers (for example, libel and slander in an organization’s communication vehicle, such as a newsletter or website), or the inappropriate use of organizational funds.
- 42. Liability of Directors Directors can be held personally responsible for acting outside their authority, for example, by signing contracts when they are not empowered to do so. They may also be held responsible for the improper use of member record information.
- 43. Bylaws You have oneset of Bylaws as–Association Minimum Bylaws These are the rules by which you operate, your “constitution”
- 44. Bylaws Bylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities
- 45. Bylaws Bylaws also govern: Meetings Voting Quorum Procedure Elections Your governance structure Board of Directors Executive Term of office Removal of Board members
- 46. Bylaws Specific Committees Nominations Finance Financial Operations Dissolution of the organization
- 47. The Only Reasonto have a Board Meeting is: To set Policy for the Association Board Meetings Should: Be no longer than 1 hour in length Should be strategic in nature All “action” should be made in the form of a motion and submitted in writing 1 week prior
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- 49. Believe in YourPeople @hduckworth #NYSAR
- 50. Volunteer Victories: Recruit,Retain & Maintain Volunteer Leadership Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth
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- 53. 100% @hduckworth
- 54. The dating game: @hduckworth
- 55. What traits doyou want in a volunteer? @hduckworth
- 56. What are thebenefits of volunteering?
- 57. What skills shouldgo on my volunteer job description? Personal Skills Shared Board Skills Leadership Association Experience Strategic Thinking Diversity – reflects membership Communication Global Mindset (if applicable) Influence Financial Expertise Loyalty Association Experience Business Acumen Governance Financial Skills Strategic Planning
- 58. Skills Analysis -Individual
- 59. Skills Analysis -Collective
- 60. Why use Volunteers? Greaterimpact to your vision mission Save organization time Increase organizations revenues
- 61. Volunteer vs. Employee It’smore than the difference between simply a pay check and no pay check. Are you teaching your volunteers this when they work with other volunteers? @hduckworth
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- 63. How many peopledo we need? How do we Recruit Volunteers? Honest How much time does it really take? What times of the year are busy on this committee? Authentic Job Description Specific Start Date/time Specific End Date /time Delegation Let them own it Follow Up Appreciation @hduckworth
- 64. Understand Motivations ofthe person Learn a skill Share a skill
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- 67. Remember with volunteers theyhave a choice and 100’s of other organizations would love to have the same people With volunteers it is all personal and passion @hduckworth
- 68. Recruitment Ideas: Volunteer Fair VirtualVolunteerism Job board Volunteer Manager Use of President Elect, to recruit to their team Track skills of your members Offer Leadership Training Tell your own Testimonials about why and how you volunteer (web, newsletter, in person)
- 69. Volunteers need toknow they are part of something bigger
- 70. Next Generation Volunteers @hduckworth
- 71. Tips to VolunteerRecruitment
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- 73. Secrets to RetainVolunteers? Give them ownership Give them something meaningful to do Demonstrate for them how what they do makes a difference to the organization Make it easy to volunteer Keep task sizes manageable Have regular committee meetings
- 74. 7 Tips onSuccessful Volunteerism Work on a cause that means something to you Consider sills you have to offer Do you want to learn something new Combine goals Don’t over commit Think family I never thought of that vs. that will never work
- 76. Volunteer Victories: Recruit,Retain & Maintain Volunteer Leadership Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth
- 78. Document your PlanSimply and Clearly Now @hduckworth
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- 80. CTRL+ALT+Delete: Howto Reboot Your Organization for Success Holly Duckworth, CAE, CMP @hduckworth #leadership Leadership Solutions International #nysar @hduckworth #nysar @hduckworth
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- 83. Is too muchcontrol holding back creativity in your organization? #nysar @hduckworth
- 84. Is your organizationnot creating alternate solutions to common problems? #nysar @hduckworth
- 85. Do you wishyour organization would delete legacy systems that are holding the organization back? #nysar @hduckworth
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- 87. Why do youwant to reboot your organization? #nysar @hduckworth
- 88. #1 Ask for forgiveness: Not permission Let go of controlling policies and procedures #nysar @hduckworth
- 90. #2 To get control give it up. Let the members run the membership. #leadership @hduckworth
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- 92. CTRL At your company, is work a place you go or a thing you do? Citrix’s Jessica B. attendsaameeting while checking out the surf surf Citrix’s Jessica B. attends meeting while checking out the contest in San Francisco, CA contest in San Francisco.
- 93. Flexible and mobilework The key to releasing control and embracing improved productivity
- 94. #3 Two Best Practices = Next Practice BETA #leadership @hduckworth
- 95. Who me? Innovate? Where to begin
- 96. #4 Look at more flexible strategic planning: Build strategy on the go and be willing to fail. #leadership @hduckworth
- 98. #5 Delete old ideas, beliefs, and goals that are no longer moving your organization forward. #leadership @hduckworth
- 100. #6 Delete old vision in the knowing of something new. #leadership @hduckworth
- 101. @hduckworth What do you seetoday? What you visualize, you will actualize
- 102. Simplify Work #nysar @hduckworth
- 103. #1 Ask for forgiveness: Not permission Let go of controlling policies and procedures #leadership @hduckworth
- 104. #2 To get control give it up. Let the inmates run the asylum #leadership @hduckworth
- 105. #3 Two BestPractices = Next Practice BETA #leadership @hduckworth
- 106. #4 Look at more flexible strategic planning: Build strategy on the go be willing to fail. #leadership @hduckworth
- 107. #5 Delete old ideas, beliefs, and goals that are no longer moving your organization forward. #leadership @hduckworth
- 108. #6 Delete old vision in the knowing of something new. #leadership @hduckworth
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- 110. What one thingwill you do based on this session? #nysar @hduckworth
- 111. Simplify Work #nysar @hduckworth
- 112. Thank you www.leadershipsolutionsinternational.com/2013N YSAR Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth #nysar @hduckworth
Editor's Notes
- #5 This session wasconceptualized as waytoutilizetechnology in a new way. Youwill note the session is being broadcast via Skype – todemonstrate a new wayofdeliveringcontentto an audienceAs yourspeaker/host I inviteyoutousetechnology
- #18 2007
- #19 Leaders see the opportunity in everychallenge –My board wants me out
- #22 We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
- #50 Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
- #52 Leadership is the best personal and profesional giftyoucangivetoyourself.Its is alsooften a road withmany twists and turnsalong the way.My leadership/volunteerismjourney
- #53 Work on your business Work in your business
- #55 Volunteering is like the dating game.Don’t sell goods you don’t have. They will find out eventualTruth in advertising
- #56 Shout ‘em out
- #57 Have you created a volunteer atmosphere that is warm and inviting?
- #62 Volunteering is the practice of people working on behalf of others or a particular cause without payment for their time and services. ...en.wikipedia.org/wiki/Volunteera worker who is hired to perform a jobwordnetweb.princeton.edu/perl/webwn
- #67 You are the ones that do this yourself with your career choicesYou are the ones who inspire others to do this with the relationships you build.
- #82 This is not a passive webinar – we want you to come play with us talk with us and build a relationship with us.So I want to know….
- #84 Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
- #85 Raise Hand PollingRaise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
- #86 Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
- #87 Story of CTRL+ALT_ Delete Creating Success
- #88 Twitter Storm – Conversation stormWhy are you on the call?Tell me where is your organization at right now?
- #89 We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
- #91 How effective would you be if you were told you had to work in a straight jacket?
- #92 How effective would you be if you were told you had to work in a straight jacket?Don’t hold your team back
- #95 Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
- #96 Next practices are all about innovation: imagining what the future will look like; identifying the mega-opportunities that will arise; and building capabilities to capitalize on them. Apple’s Steve Jobs and Tata Motors’ Ratan Tata do just that.Most executives believe it’s tough to identify breakthrough opportunities. However, several are pretty obvious; Peter Drucker once said that the best opportunities are “visible, but not seen.” I help executives unearth opportunities by focusing them on big problems that their companies will benefit from by tackling. They must ask six questions:Is the problem widely recognized?Does it affect other industries?Are radical innovations needed to tackle the problem?Can tackling it change the industry’s economics?Will addressing this issue give us a fresh source of competitive advantage?
- #101 Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
- #103 I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success Apple person – command Q
- #105 We’ve always done it that wayAnd yet nobody has even read the polocies to know what they were and we still operate by them.
- #110 I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success
- #112 I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success