How to Build an Exceptional Board: Recruitment, Orientation, Training and Eva...Greenlights
The document summarizes a presentation on building an exceptional nonprofit board. It discusses principles of good governance, finding and engaging the right board members, and ensuring boards are effective. Effective boards are aligned with the organization's mission, hold the CEO and organization accountable, and engage in practices like self-assessment, term limits, and focusing on competencies like understanding context and facilitating board learning. Building an exceptional board requires the right recruitment, onboarding, engagement, and evaluation processes.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
The role of the family advisor is to provide education, facilitate communication, and offer an outside perspective to help families plan for the future. An advisor can help untangle family conflicts, normalize challenges, and encourage families to discuss transitions openly and organize themselves through governance systems. Ultimately, the advisor aims to assess family dynamics and relationships, and trigger families to address obstacles preventing change.
The document describes the Southern Indiana Society for Human Resource Management (SI-SHRM) chapter. It provides information on the chapter's structure, benefits of membership, volunteer and leadership opportunities, events, and resources available to members. The chapter's mission is to serve HR professionals and advance the HR profession in the communities it supports.
200907 Business Development Alliance Brochuremabarnhart
The Business Development Alliance (BDA) is a nonprofit networking association run by its members that seeks to help members grow their businesses through building relationships. The BDA holds weekly chapter meetings around the metro area where members introduce themselves, present on their businesses, and participate in masterminding discussions. Membership costs $25-50 per month depending on the chapter. BDA Partners donate $50 annually to help advertise their business on the BDA website and support chamber memberships.
From out of the shadows of the hotly discussed topic of executive remuneration, and a shareholder spring that has stormed AGMs around the UK, Chartered Secretary and CSS thought it timely to consider the role of the non-executive director (NED) as it is increasingly thrown in the spotlight.
These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
Leveraging Your Links Why Successful Leaders Networktombeedham
Building a diverse network of personal contacts can provide the
support, feedback, insight, resources and information that is
necessary for leaders to tackle current and unforeseen challenges.
This article lays out the value of a ‘three-pronged’ networking
approach as a major element of leaders’ professional development.
How to Build an Exceptional Board: Recruitment, Orientation, Training and Eva...Greenlights
The document summarizes a presentation on building an exceptional nonprofit board. It discusses principles of good governance, finding and engaging the right board members, and ensuring boards are effective. Effective boards are aligned with the organization's mission, hold the CEO and organization accountable, and engage in practices like self-assessment, term limits, and focusing on competencies like understanding context and facilitating board learning. Building an exceptional board requires the right recruitment, onboarding, engagement, and evaluation processes.
Robert Ady is an expert in site selection consulting and economic development. He has identified locations for more businesses in the US than anyone else. The document discusses how Ady can help organizations by sharing his expertise on: (1) how site selection consultants work and how to work with them, (2) common mistakes economic development organizations make, and (3) how to position communities to appeal to consultants. Ady tailors presentations on these topics to meet audience needs and can provide other services like reviewing budgets and strategic plans.
The role of the family advisor is to provide education, facilitate communication, and offer an outside perspective to help families plan for the future. An advisor can help untangle family conflicts, normalize challenges, and encourage families to discuss transitions openly and organize themselves through governance systems. Ultimately, the advisor aims to assess family dynamics and relationships, and trigger families to address obstacles preventing change.
The document describes the Southern Indiana Society for Human Resource Management (SI-SHRM) chapter. It provides information on the chapter's structure, benefits of membership, volunteer and leadership opportunities, events, and resources available to members. The chapter's mission is to serve HR professionals and advance the HR profession in the communities it supports.
200907 Business Development Alliance Brochuremabarnhart
The Business Development Alliance (BDA) is a nonprofit networking association run by its members that seeks to help members grow their businesses through building relationships. The BDA holds weekly chapter meetings around the metro area where members introduce themselves, present on their businesses, and participate in masterminding discussions. Membership costs $25-50 per month depending on the chapter. BDA Partners donate $50 annually to help advertise their business on the BDA website and support chamber memberships.
From out of the shadows of the hotly discussed topic of executive remuneration, and a shareholder spring that has stormed AGMs around the UK, Chartered Secretary and CSS thought it timely to consider the role of the non-executive director (NED) as it is increasingly thrown in the spotlight.
These are the slides that were used at the first In-Person meeting of the PHXBusinessOwners Group. Please contact Robb Evans at robb.evans@PHXBusinessOwners.org with any questions.
Leveraging Your Links Why Successful Leaders Networktombeedham
Building a diverse network of personal contacts can provide the
support, feedback, insight, resources and information that is
necessary for leaders to tackle current and unforeseen challenges.
This article lays out the value of a ‘three-pronged’ networking
approach as a major element of leaders’ professional development.
This white paper discusses how neuroscience can help associations better understand member loyalty and retention. It explains that retention is challenging for associations as members have different reasons for joining. Neuroscience research can help executives understand how to develop deeper relationships and stronger member connections to ensure loyalty. The paper provides an example of a loyalty rewards program that exploits neuroscience principles like rewards and social interaction to improve renewal rates. Effective member engagement is important for retention as active members renew at higher rates. Neuroscience can aid in understanding how people process information to make decisions and become loyal members.
SMITH/Associates is a consulting firm that provides services such as communication strategies, event management, staffing solutions, tailored consulting, facilitation and mediation, and prescriptive partnering. They help clients improve communication, avoid conflict, and work better together through services like meeting facilitation, partnership development, and conflict resolution. Their goal is to establish long-term, positive working relationships and reduce costs and timelines on projects.
When teaming virtually, there are many obstacles to consider regarding influence and political processes within virtual teams. Cultural differences can impact perceptions, communication styles, and how team members influence each other. It is important to understand different cultural dimensions such as power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, and long vs. short term orientation to mitigate issues. Organizational culture can also influence virtual team behaviors, so considering structure, decision making processes, and facilitation is crucial for success.
The document discusses creating a culture of connection in the workplace to increase employee engagement and retention. It argues that meeting employees' emotional needs for meaning, respect, recognition, belonging, autonomy and personal growth is as important or more important than financial compensation alone. The author cites research finding that right brain emotional factors are on average four times as important as rational factors in motivating employees. Examples are given of leaders who created strong cultures of connection, including at Pixar Animation Studios. Characteristics of great team leaders are also discussed, such as learning excellence, making employees feel trusted and cooperative, and ensuring task connection.
Executive Peer Forum - Mexico City Global Inroduction V1.2cynkaplan
The Executive Peer Forum™ offers key executives a secure consultative group of true peers, including expatriate heads of multinationals, entrepreneurs and heads of global corporate divisions, for a diveerse and global perspective. The Forum focus is on addressing key business goals and managing challenges with the combined experience and wisdom of the group and its expert moderator.
This document discusses accountability in community projects in Kenya. It is organized by Mercy Corps for local leaders and moderated by Dann O'Wereh.
The document defines different types of accountability, including upward accountability to funders and governments, downward accountability to beneficiaries, and horizontal accountability with peers and beneficiaries. It discusses reasons for accountability, including operational, legal, ethical, and policy reasons. It also outlines how different forms of accountability can be demonstrated, such as through reports, audits, evaluations, and beneficiary feedback.
The second part of the document discusses different leadership styles, including autocratic, bureaucratic, charismatic, democratic/participative, laissez-faire, people-oriented,
"Strategies That Promote Effective Supports and Mentors include providing mentors, ensuring mentors are available from within and outside the organization, offering travel assistance and accommodations, and providing materials in accessible formats."
Beyond tokenism, true inclusion requires authentic membership, effective supports, deliberate communication, full participation, meaningful contributions, and true influence. When organizations implement inclusive practices that address barriers and promote these six elements, individuals with disabilities can have a genuine impact through their involvement in leadership and decision-making roles like boards of directors.
This document summarizes a nonprofit toolbox mini-conference on managing expectations with boards. The conference covered understanding what resources an organization currently has, what is needed from the board, expectations for individual board members and their contributions, board logistics and dynamics, and concluded with a question and answer session. The presentation aimed to provide guidance on setting clear expectations to maximize a board's impact.
The document summarizes an interview with Paul Hersey, the founder of Situational Leadership theory. In the interview, Hersey discusses the origins and development of Situational Leadership, which proposes that leadership style should be adapted to the "readiness" level of followers for specific tasks. The summary provides an overview of Situational Leadership theory, including its four leadership styles (telling, selling, participating, and delegating) that vary based on task and relationship behaviors. The interview explores Hersey's personal views and interpretations of his influential leadership model.
This document discusses the importance of confidentiality for club directors and boards. It notes that directors are legally obligated to keep board discussions and documents confidential. When confidentiality is broken, it can damage the club's reputation and relationships. The document provides strategies for clubs to maintain confidentiality, including governance orientation sessions for new directors, signed confidentiality agreements, designating one spokesperson for the board (usually the chair), and providing member news updates on the club's strategic direction without sensitive details. Overall, the document emphasizes the legal and practical reasons why director confidentiality is crucial for effective club governance.
The document provides best practices for board leadership and communication based on a presentation given to the Ruidoso Downs Economic Development Group. It discusses concepts like focusing on strengths, celebrating successes, and simplifying messages for leadership. For communication, it recommends listening skills, avoiding criticism, and making meetings effective through agendas, participation, and summaries. The goal is to provide guidance for transparent, strategic, and mission-driven governance.
This document provides information about training opportunities for trainee solicitors with an international law firm. It discusses the firm's culture of investing in training and development. Trainees can expect to gain experience in different practice areas over the course of their two-year training contract. The firm places emphasis on both legal training and broader skills development. Trainees will receive guidance and support from supervisors and mentors.
This document provides a summary of a report on networking organizations. It interviewed over 45 groups across North America and the UK. Most groups meet weekly for breakfast or lunch. They typically do introductions where members state their name, business and leads. Three-quarters also include a member or guest presentation. While the goal is business leads, stakeholders value the quality relationships formed through long-standing in-person meetings. The document aims to understand common challenges that could be addressed through new software.
Women in leadership 2011 Cathy Ellwoodcathyellwood
The document outlines a program for employee development that focuses on identification and selection of high performers, extensive feedback and performance-based placement, onboarding and continuous learning opportunities to foster innovation, develop needed skills, diversify leadership, and attract and retain top talent. The program aims to prepare employees for future leadership roles and raise performance standards across the organization.
McKinsey & Company
Managing CEO transitions
A leader’s best chance to lock in new organizational norms
is usually during the first few months on the job
Tsun-yan Hsieh and Stephen Bear
5 Ways To Leverage Social CRM To Drive Community Interaction And Member Engag...G3 Communications
Social media certainly provides powerful opportunities to send member engagement soaring, thanks to the natural connections that arise from posting, sharing, linking and “liking.” But in order to best take advantage of these new ways to develop a two-way dialogue with your members and boost their loyalty to the organization, you’ll need to develop a strong, clear strategy to navigate this new social universe.
Improving Your Organizational Sales Leadership Acce Chamber Executive Magazin...joecozart
1) Building an organizational culture focused on membership sales and gaining commitment from leadership is key to maximizing membership sales.
2) Chambers must take a corporate approach to membership sales, establishing sales processes, goals and training to attract and retain members.
3) Listening to understand members' needs is important, as chamber memberships provide intangible benefits. Salespeople should listen for 25 minutes and present for 5 minutes in calls.
4) Regular prospect management meetings involving the organization can uncover new potential members and focus sales efforts on the most promising leads. Measuring sales results helps improve performance.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Wells Fargo Financial Advisor Program Brochurekim051191
This document provides an overview of the training program for new financial advisors at Wells Fargo Advisors. The multi-stage program includes exam preparation, product training, business development training, sales and prospecting training, and a 12-week apprentice period. Throughout the training, advisors receive support from experienced trainers and managers to help them pass licensing exams, develop skills in areas like prospecting and client relationships, and ultimately open 24 new accounts during their apprenticeship. The goal of the highly structured training approach is to set advisors up for success in their careers at Wells Fargo Advisors.
This white paper discusses how neuroscience can help associations better understand member loyalty and retention. It explains that retention is challenging for associations as members have different reasons for joining. Neuroscience research can help executives understand how to develop deeper relationships and stronger member connections to ensure loyalty. The paper provides an example of a loyalty rewards program that exploits neuroscience principles like rewards and social interaction to improve renewal rates. Effective member engagement is important for retention as active members renew at higher rates. Neuroscience can aid in understanding how people process information to make decisions and become loyal members.
SMITH/Associates is a consulting firm that provides services such as communication strategies, event management, staffing solutions, tailored consulting, facilitation and mediation, and prescriptive partnering. They help clients improve communication, avoid conflict, and work better together through services like meeting facilitation, partnership development, and conflict resolution. Their goal is to establish long-term, positive working relationships and reduce costs and timelines on projects.
When teaming virtually, there are many obstacles to consider regarding influence and political processes within virtual teams. Cultural differences can impact perceptions, communication styles, and how team members influence each other. It is important to understand different cultural dimensions such as power distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. femininity, and long vs. short term orientation to mitigate issues. Organizational culture can also influence virtual team behaviors, so considering structure, decision making processes, and facilitation is crucial for success.
The document discusses creating a culture of connection in the workplace to increase employee engagement and retention. It argues that meeting employees' emotional needs for meaning, respect, recognition, belonging, autonomy and personal growth is as important or more important than financial compensation alone. The author cites research finding that right brain emotional factors are on average four times as important as rational factors in motivating employees. Examples are given of leaders who created strong cultures of connection, including at Pixar Animation Studios. Characteristics of great team leaders are also discussed, such as learning excellence, making employees feel trusted and cooperative, and ensuring task connection.
Executive Peer Forum - Mexico City Global Inroduction V1.2cynkaplan
The Executive Peer Forum™ offers key executives a secure consultative group of true peers, including expatriate heads of multinationals, entrepreneurs and heads of global corporate divisions, for a diveerse and global perspective. The Forum focus is on addressing key business goals and managing challenges with the combined experience and wisdom of the group and its expert moderator.
This document discusses accountability in community projects in Kenya. It is organized by Mercy Corps for local leaders and moderated by Dann O'Wereh.
The document defines different types of accountability, including upward accountability to funders and governments, downward accountability to beneficiaries, and horizontal accountability with peers and beneficiaries. It discusses reasons for accountability, including operational, legal, ethical, and policy reasons. It also outlines how different forms of accountability can be demonstrated, such as through reports, audits, evaluations, and beneficiary feedback.
The second part of the document discusses different leadership styles, including autocratic, bureaucratic, charismatic, democratic/participative, laissez-faire, people-oriented,
"Strategies That Promote Effective Supports and Mentors include providing mentors, ensuring mentors are available from within and outside the organization, offering travel assistance and accommodations, and providing materials in accessible formats."
Beyond tokenism, true inclusion requires authentic membership, effective supports, deliberate communication, full participation, meaningful contributions, and true influence. When organizations implement inclusive practices that address barriers and promote these six elements, individuals with disabilities can have a genuine impact through their involvement in leadership and decision-making roles like boards of directors.
This document summarizes a nonprofit toolbox mini-conference on managing expectations with boards. The conference covered understanding what resources an organization currently has, what is needed from the board, expectations for individual board members and their contributions, board logistics and dynamics, and concluded with a question and answer session. The presentation aimed to provide guidance on setting clear expectations to maximize a board's impact.
The document summarizes an interview with Paul Hersey, the founder of Situational Leadership theory. In the interview, Hersey discusses the origins and development of Situational Leadership, which proposes that leadership style should be adapted to the "readiness" level of followers for specific tasks. The summary provides an overview of Situational Leadership theory, including its four leadership styles (telling, selling, participating, and delegating) that vary based on task and relationship behaviors. The interview explores Hersey's personal views and interpretations of his influential leadership model.
This document discusses the importance of confidentiality for club directors and boards. It notes that directors are legally obligated to keep board discussions and documents confidential. When confidentiality is broken, it can damage the club's reputation and relationships. The document provides strategies for clubs to maintain confidentiality, including governance orientation sessions for new directors, signed confidentiality agreements, designating one spokesperson for the board (usually the chair), and providing member news updates on the club's strategic direction without sensitive details. Overall, the document emphasizes the legal and practical reasons why director confidentiality is crucial for effective club governance.
The document provides best practices for board leadership and communication based on a presentation given to the Ruidoso Downs Economic Development Group. It discusses concepts like focusing on strengths, celebrating successes, and simplifying messages for leadership. For communication, it recommends listening skills, avoiding criticism, and making meetings effective through agendas, participation, and summaries. The goal is to provide guidance for transparent, strategic, and mission-driven governance.
This document provides information about training opportunities for trainee solicitors with an international law firm. It discusses the firm's culture of investing in training and development. Trainees can expect to gain experience in different practice areas over the course of their two-year training contract. The firm places emphasis on both legal training and broader skills development. Trainees will receive guidance and support from supervisors and mentors.
This document provides a summary of a report on networking organizations. It interviewed over 45 groups across North America and the UK. Most groups meet weekly for breakfast or lunch. They typically do introductions where members state their name, business and leads. Three-quarters also include a member or guest presentation. While the goal is business leads, stakeholders value the quality relationships formed through long-standing in-person meetings. The document aims to understand common challenges that could be addressed through new software.
Women in leadership 2011 Cathy Ellwoodcathyellwood
The document outlines a program for employee development that focuses on identification and selection of high performers, extensive feedback and performance-based placement, onboarding and continuous learning opportunities to foster innovation, develop needed skills, diversify leadership, and attract and retain top talent. The program aims to prepare employees for future leadership roles and raise performance standards across the organization.
McKinsey & Company
Managing CEO transitions
A leader’s best chance to lock in new organizational norms
is usually during the first few months on the job
Tsun-yan Hsieh and Stephen Bear
5 Ways To Leverage Social CRM To Drive Community Interaction And Member Engag...G3 Communications
Social media certainly provides powerful opportunities to send member engagement soaring, thanks to the natural connections that arise from posting, sharing, linking and “liking.” But in order to best take advantage of these new ways to develop a two-way dialogue with your members and boost their loyalty to the organization, you’ll need to develop a strong, clear strategy to navigate this new social universe.
Improving Your Organizational Sales Leadership Acce Chamber Executive Magazin...joecozart
1) Building an organizational culture focused on membership sales and gaining commitment from leadership is key to maximizing membership sales.
2) Chambers must take a corporate approach to membership sales, establishing sales processes, goals and training to attract and retain members.
3) Listening to understand members' needs is important, as chamber memberships provide intangible benefits. Salespeople should listen for 25 minutes and present for 5 minutes in calls.
4) Regular prospect management meetings involving the organization can uncover new potential members and focus sales efforts on the most promising leads. Measuring sales results helps improve performance.
The document discusses the role of staff governors in NHS foundation trusts. It finds that while trusts aim to involve staff governors, there are some challenges to addressing. Staff governors sometimes lack clarity on their role and have difficulty representing staff interests and providing feedback. However, some trusts are taking steps to improve staff governor involvement, such as providing training, supporting communication, and clarifying their role and responsibilities. When involvement is successful, staff governors are better able to understand strategic issues, ask informed questions, and improve communication between the trust and staff members.
Wells Fargo Financial Advisor Program Brochurekim051191
This document provides an overview of the training program for new financial advisors at Wells Fargo Advisors. The multi-stage program includes exam preparation, product training, business development training, sales and prospecting training, and a 12-week apprentice period. Throughout the training, advisors receive support from experienced trainers and managers to help them pass licensing exams, develop skills in areas like prospecting and client relationships, and ultimately open 24 new accounts during their apprenticeship. The goal of the highly structured training approach is to set advisors up for success in their careers at Wells Fargo Advisors.
This document summarizes the key findings of a 2014 study on the role of the company secretary. The study found that the role has become more strategic and adds significant value through facilitating effective decision-making and governance. Company secretaries are well-positioned to align interests and enable holistic decisions due to their knowledge of boardroom dynamics and processes. For maximum effectiveness, the secretary's reporting line should be to the chairman and they must maintain independence while managing relationships. The role is evolving to meet increasing governance demands and expectations.
Common Good Vermont hosts a 75 minute panel with Jim LeFevre of LeFevre Associates to discuss the main functions of the modern board and strategies for successful governance. Jim will present a full day workshop on the subject with Marlboro Graduate School on 3/18/11
CEOs today must be able to communicate effectively, make quick decisions, and engage with a variety of stakeholders. They are under intense public scrutiny. To thrive, CEOs must empower others in their organization and cultivate a culture of leadership throughout the company. This allows the organization to respond quickly to opportunities and threats. Effective CEOs also demonstrate authenticity and build trust with empathy, which enables them to lead diverse teams and adapt to changing business needs.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
This document provides information for engaging HR and marketing employees in nonprofit board service. It discusses the benefits of board service for both businesses and employees. It also shares key findings from research on getting more professionals involved in nonprofit boards, including the top reasons professionals do and do not serve on boards. The document then provides 20 ways that HR and marketing professionals can use their expertise to drive impact for a nonprofit board and includes stories of professionals serving on boards. It concludes by providing resources and contact information for organizations that can help connect professionals with board service opportunities.
(1) The document provides information about the 2012 AENC Annual Meeting being held June 10-11, 2012 in Greensboro, NC. It includes the schedule of events, session topics, speaker biographies, hotel information, and a registration form.
(2) The schedule includes general sessions, breakout sessions on topics like creating high energy websites and engaging employees, and social events like a welcome reception and after party. Breakout sessions will cover business models, legal considerations for contracts, and turning members into fans.
(3) Attendees can register for the full event or just a single day. Included in registration is Sunday brunch, breaks and receptions, and Monday breakfast
From Comms Professional to CEO’ explores what holds comms people back on their professional journey to leadership positions. The report provides advice for professionals on making the journey to the top based on qualitative research interviews with CEO’s who have a communications background.
The Key to Productive HOA Board MeetingsTOPS Software
This presentation by Mickel Graham, PCAM of Union Bank explores the elements that make up a great community association board of directors meeting. By incorporating the practices of great communication into your meeting, you can guarantee success every time.
This presentation was given at the 2014 CAMfire Conference. To learn more about CAMfire, visit http://www.camfire-conference.com
Building Your Best Corporate Boardroom: How to Find the Right Directors for a...Dottie Schindlinger
This webinar from Diligent explores best practices for board refreshment, succession planning, onboarding, identifying and recruiting new corporate directors. Led by Meghan Day, Director of Board Member Experience and Dottie Schindlinger, Vice President of Thought Leadership for Diligent, the webinar took place on November 14, 2019.
The document discusses challenges with traditional performance review processes and the need for change. It notes media reports of large companies drastically overhauling processes. The author interviews HR professionals who say that while managers understand the process, consistency is lacking. Processes are often poorly written and not given proper time. Two main challenges are identified: complicated processes that managers are not equipped to use properly due to lack of training. Successful companies invest in manager training and support. The consensus is for ongoing, constructive feedback conversations rather than rigid annual reviews. Tailored, technology-enabled processes focusing on goals and development are recommended over one-size-fits-all solutions. Trust in managers must increase for meaningful change.
What Executive Directors Desperately Need to Know About Fundraising4Good.org
Our webinar will focus on addressing the essence of a non-profit leader’s job function – fundraising. This is ironic because the overwhelming majority of executive directors we’ve surveyed tell us it’s the part of the job they enjoy the least. We’ll focus on why EDs struggle with this most essential of tasks and what they can do to significantly direct sufficient time and effort to ensuring organizational sustainability.
The document discusses strategies for improving board effectiveness in the 21st century. It provides evaluation tools for boards to assess their performance, including areas like strategy, CEO oversight, and focus on substantive issues. Boards are encouraged to identify development areas and replace retiring members with new directors who provide strategic skills needed for the future. The goal is to create high-performing boards that serve as a competitive advantage through strong governance and collaboration with management.
Small Business Decision Analysis: A View from the TrenchesRobert Brown
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
I cover the 9 influencing traits of women leaders in Asia which includes Jannie Chan (The Hour Glass), Aliza Knox (Google) and Randy Lai (McDonalds). My contribution starts from page 21 onwards.
This summary provides the key points in 3 sentences or less:
Leaders must realize communication is their top priority, as they are employees' most trusted source of information. Direct conversations between leaders and employees are missing, and meetings alone do not make an effective communicator. The article provides best practices for leaders to improve communication, including listening to employees, being accountable, viewing feedback as a gift, and leading by example.
1. IN GOOD TIMES, TRUE LEADERSHIP SKILLS ARE RARELY TESTED
TO THEIR LIMITS. IN TOUGH TIMES, LEADERS FIND OUT WHAT
THEY’RE REALLY MADE OF.
POSITIVE
6 Chamber Executive Winter 2009/2010
2. By Amanda Madorno
GOVERNANCE I N
TOUGH TIMES
IN THE TURBULENT ECONOMIC LANDSCAPE, chambers face
tough challenges, many of which could have significant long-term
implications. For some, declining memberships and decreasing rev-
enue have resulted in program and administrative cuts. This creates
a double whammy for leaders: the challenge of doing more for many
with much less. And all this must be accomplished while maintaining
the integrity and value of the chamber to its business community.
Chamber Executive Winter 2009/2010 7
3. This is not the time for holdbacks. No executive
should let their board be surprised by anything
these days.
— Sandra Parker, Rochester (NY) Business Alliance
C
hambers large and small have implemented various Peoria Area (IL) Chamber, says, “We can’t save our way out of
tactics to deal with anticipated revenue shortfalls: this. It takes a higher level of leadership to navigate our way
eliminating events and programs, delaying the start of through and out of these economic times.” And she believes
new programs, re-directing sponsorships to different events, every chamber leader must work closely together with their
increasing employee contributions to their health plans, freez- board to make that happen.
ing salaries and/or instituting furloughs, and reducing staff. When a stumbling economy causes community businesses
But these measures are short-term fixes — real success can to sharply cut back or fail, economic development projects
only be achieved when larger leadership issues are addressed. to slow down or be put on hold indefinitely, and members to
In good times, true leadership skills are rarely tested to their think twice about their chamber investment, chamber execu-
limits. In tough times, leaders find out what they’re really tives and their governing boards find it more important than
made of. Roberta Parks, senior vice president and CEO of the ever to (1) work together to determine priorities and weigh
their significance in relation to other issues, (2) reach out
to and engage their membership, (3) articulate their value
proposition to their membership and broader community,
and (4) stay focused on their core business while remaining
flexible and resilient. A sense of pragmatic optimism prevails
8 Chamber Executive Winter 2009/2010
4. among many executives as they take strong action with their
boards to increase the adaptive capacity of their organiza-
tions and position their chambers for success and long-term
sustainability.
CREATE AN ENVIRONMENT FOR EFFECTIVE BOARD
DECISION-MAKING
Communicating effectively throughout your organization is
a required leadership skill. Times of rapid change and uncer-
tainty demand strong and even more frequent lines of com-
munication between chamber executives and their governing
boards. “This is not the time for holdbacks,” says Sandra
Parker, president and CEO of the Rochester (NY) Business
Alliance. “No executive should let their board be surprised by
anything these days.”
Harvey Schmitt, CCE, president and CEO of the Greater
Raleigh (NC) Chamber of Commerce, believes executives
should have an ongoing process of feedback with their board
on key issues. “Bring your board two good solutions and ask
them for feedback. When an executive faces competing pres-
sures, this dialogue with your board is a test run to challenge
your own thinking.”
While the executive committee remains the primary com-
munication link for chamber CEOs, many have intention-
ally sought ways to open lines of communication that invite
deeper engagement and meaningful decision-making from the
whole board of directors. The Peoria Area Chamber now holds
regular feedback sessions at every board and committee meet-
ing about particular issues and elicits every board member’s
opinion about what they feel the Chamber’s response should
be. This gives staff a better idea of how members will react to
potential policy and advocacy initiatives and allows them to
develop better surveys for membership feedback.
Jim Peoples, a board and executive committee member of
the Seattle (WA) Chamber of Commerce, says the board took
Maybe supporting the golf tournament
isn’t the thing to do after you’ve just laid off
200 employees. One bank switched from
sponsoring a golf tournament to sponsoring
our small business recognition program, which
was more aligned with the market they were
trying to cultivate. They maintained the same level of
financial contribution.
— Harvey Schmitt, CCE, Greater Raleigh (NC) Chamber
Chamber Executive Winter 2009/2010 9
5. a look at its governing practices two years ago. “We realized
the board felt that our meetings were rote and had become
somewhat of a rubber stamp. Most of the decisions happened
in the executive committee. We decided to make the execu-
tive committee and board meetings truly discussion forums
for the major issues that the Chamber needed to address. We
cut down on the number of topics discussed at both meet-
ings and focused on what we felt was truly important. This
helped change the way we discussed issues as well. As we
entered this period of economic downturn, we were already
well-prepared for transparency and open discussion on dif-
ficult issues.”
Patti Mullen, executive director of the West Seattle (WA)
Chamber, feels her board relationship is stronger than ever.
“They count on me to be transparent about the issues the
Chamber is facing and for my best input regarding the Cham-
ber’s well-being,” she says. “In turn, my board has offered
strong emotional support. That’s important when your role as
a chamber executive is so public.”
The practice of open and more frequent communication
doesn’t stop with governing boards. It extends to the general
membership as well and may be one of the best retention strat-
egies a chamber can practice. Chamber executives understand
the importance of communicating their value proposition for
a member’s investment. Last year, Sandra Parker and her staff
spent a lot of time doing that in person. By implementing a
high-touch combination of one-on-one meetings and small
group events with business owners, they visited almost every
single member.
According to Parker, “It’s all about relationship-building.
We focused on the members we don’t see on a daily basis, and
that’s mostly small businesses who make up 85 percent of our
membership total. Our members love it when we take the time
to come and visit them, see their offices and how their busi-
ness works.” Parker also notes her membership dues saw less
than a four percent decline in 2009.
When faced with scaling back costs, the Greater Raleigh
Chamber decided to decrease member benefits. “We just asked
them directly what they could do without,” Schmitt com-
ments. “And then we cut half a dozen or so benefits. While we
had a smaller membership campaign goal [last] year of $1.6
million, we exceeded that goal.”
STAY TRUE TO YOUR PRIORITIES
Sea
Seasoned chamber boards and executives know that leaders
still need to maintain a strategic focus, even in an environ-
n
ment charged with complexity and uncertainty. Keeping the
lon
long-term view in sight is essential. “You have to plan, and
n
y
yo
you have to make some assumptions, and then you have
to adjust if your assumptions are off,” says Peoples. “If
y
you’re in a difficult environment, you may have to alter
y
your priorities and work plans. For most chambers, the
b
big public policy and advocacy issues have remained
st
steady over the years. I don’t think the economy funda-
m
mentally changes our strategy; it does reorient what’s
on top an what’s in second place.”
p and
The go
e governing board of the Peoria Area Chamber recently
adopte
adopted a strategic plan that focuses work in three areas:
ed
10 Chamber Executive Winter 2009/2010
7. [Board members’] time may be more limited because
they’re putting fires out in their own businesses. Their
enthusiasm for your programs can be tempered by the
pressures they feel in their own companies.
— Matt Mahood, Sacramento (CA) Metro
Chamber of Commerce
to make modest course corrections. According to Parker, “We as they did. We killed our golf tournament and the art and
didn’t really need to make radical changes. Over the past three wine festival because both events took a lot of staff time and
years, we’ve looked at everything and had already eliminated effort, but ultimately didn’t support our mission.”
some things that weren’t relevant any more. So when the
economy went south, we were already in a solid position with MAINTAIN BOARD COMMITMENT AND ADVOCACY
a strong, lean team.” Chamber boards have stayed loyal to their board and mem-
Like Parker, Matt Mahood, president and CEO of the Sac- bership commitments, in part because the chamber held its
ramento (CA) Metro Chamber of Commerce, took the long value for them, and in part because smart chamber executives
view two years ago. “We were very proactive, even though we encourage board members to make win-win decisions when
didn’t anticipate how bad things were going to get as quickly dollars are tight. Parks says she sat down with her board
12 Chamber Executive Winter 2009/2010
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9. member t
members to ask: “Is your sponsorship serv-
rs port, they telegraphed it well in advance. “Maybe supporting
ing us both well?” As a result, one board
u b the golf tournament isn’t the thing to do after you’ve just
me
member switched to a different event
em laid off 200 employees,” he says. “One bank switched from
th
that supported young profession- their golf tournament sponsorship to a sponsorship for our
al
als and increased his sponsorship small business recognition program, which was more aligned
am
amount. Parker notes that board with the market they were trying to cultivate. They main-
m
members have maintained their tained the same level of financial contribution.” And what
le
levels of event sponsorship and about the title sponsor for the tournament? Schmitt says,
m
membership dues. “In some cases, “We didn’t find one, so went without.”
I asked them to ‘up their dues,’ When Schmitt wanted to provide staff training, but had no
a
an
and 10 or 12 did that. For me, it’s budget, he approached his board chair, who then offered to
a testimonial that the board really enroll the Chamber staff in his own business training classes,
fe
e
feels we’re doing our work.” at no cost. Eight senior staff took advantage of the opportu-
Parks’ board also decided to do nity, and attended multiple trainings. “Now, maybe this might
m
more of what they were already doing have happened in either feast or famine, but we dialogued
o
to promote their Chamber. “They’ve about it because of famine,” says Schmitt.
m
ma
made it a point to be ambassadors, Mahood encourages chamber executives to be sensitive to
re
eg
regularly touting what we continue the individual challenges board members face. “The economy
t
to do and the benefit to our com- is hitting them hard, too. Their time may be more limited
m
munity. They’ve really stepped it because they’re putting fires out in their own businesses.
u
up a level and are making sure that Their enthusiasm for your programs can be tempered by the
pe
people know they’re members of pressures they feel in their own companies.”
th
the Chamber Board.” Schmitt agrees, “I can sense when my board is under strain.
Schmitt says that if his board A good executive takes the temperature of his or her board,
m
members needed to make adjust- and is understanding of their circumstances.”
me
ments in their sponsorship sup-
STRENGTHEN YOUR PERFORMANCE
While most chambers have had to eliminate or scale back
their activities, creativity prevails in their approach. Few
sacred cows survive as programs if they don’t pay for them-
selves and activities that do not meet the core mission end
up on the chopping block. Others morph into something new
and improved.
For example, the Peoria Area Chamber evaluated the cost
and staff time involved in its annual meeting. Although this
well-received event attracted more than 1,000 people, it was
a staff-intensive, neutral revenue generator. Anticipating
that sponsorship revenue would be down, they decided to
try something dramatically different. Parks explains, “Rather
than ask people to come to a traditional event, we brought
the event to our members by producing a virtual meeting.
We partnered with our local public TV station to produce The
Insider’s View, The Road to Recovery. We decreased expenses
and increased our impact because of the TV broadcast and
podcasts that followed.”
Parker says that the Chamber also decided to offer long-
standing members who heavily use Chamber services a free
membership for one year, rather than lose them. “These mem-
bers are very, very thankful. Once you let a member drop, it’s
so much harder to get them back. We decided that it made
more sense to carry them for a year.”
Instead of hosting so many networking events, the West
Seattle Chamber made a move to social networking. Mullen
states, “Our new and younger membership goes about many
things differently. Networking doesn’t happen just in person
anymore. These members are on Facebook, and they’re there
after they’ve had dinner with their families and put the
kids to bed. This strategy really helps us out as a smaller
14 Chamber Executive Winter 2009/2010
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11. chamber — it brings resources back to the budget and also will do more than rescale their businesses. They will look
frees up staff time for other projects.” to their boards for increased partnership and participation
On the other hand, the Sacramento Metro Chamber increased in providing solutions to the thorny dilemmas as well as
the number of free networking and educational events. “We opportunities that emerge. The executives and boards who
scaled back our expectations around larger and more expensive put resources into the strategies, systems and relationships
events,” explains Mahood. “But we threw nickels around like that build bridges and reach broadly through their value
manhole covers. We hosted 100 free events that provided oppor- proposition will position their chambers to succeed.
tunities for members and supported local businesses. We doubled
the number of our Referral Roundtables and Power Lunches.” Amanda Madorno is owner and principal of Roam Consulting,
LLC, a leadership and organizational consulting firm in the great-
NEW ORDER OF PARTNERSHIP REQUIRED er Seattle area. Her services include executive coaching, board
Most chamber leaders believe that the current economic development, visioning and strategic planning. Amanda can be
circumstances, while challenging, will not last forever. As reached at (425) 488-7747 or amanda@ roamconsultingllc.com.
chambers continue to navigate their way, effective leaders www.roamconsultingllc.com.
TIPS FOR CHAMBER LEADERSHIP
Take stock of your leadership approach to your board. core principles embedded in your mission and value proposi-
Every crisis is an opportunity to build a better board. If you feel tion, and work to prepare your community for the next phase
yours is sitting on its hands, perhaps it’s time to evaluate the of growth.
way you work with your board members. Have you become
If it isn’t working, stop doing it! The current economic cli-
complacent about providing meaningful conversations? Do you
mate presents opportunities to scale your business and elimi-
rely too heavily on the chair-CEO relationship? Is it your execu-
nate weaknesses. To stay relevant and competitive, you need
tive committee, or the board’s? What can you do, that you’re
a highly focused strategy that builds on your unique strengths.
not doing, to help your board be at its best and embody their
value proposition on behalf of the Chamber you lead? Don’t let a good crisis go to waste. Success still belongs
Be open to creative solutions generated by board, staff to the leaders who innovate, those who think — and act —
and members. The best strategic and programmatic solu- one step ahead of everyone else. Contrary to popular belief,
tions come from engaging the collective intelligence and par- recessions, and not peak economic times, are actually the
ticipation of your key stakeholders. Input and ideas from within best times for organizations to invest in their competitive
and outside of your Chamber can provoke fresh ideas and strategies.
provide new perspectives. Communicate, communicate, communicate! Kip Tindell,
Re-tool your governance practices. Solutions to complex CEO of The Container Store, says Communication is leader-
problems don’t reside just in the Executive Committee. ship, and leadership is communication. Even if you think
Encourage your whole board to grapple with the big issues. you’re at the top of your communications game, guess what?
Create opportunities for dialogue and sustained attention You just can’t communicate enough during challenging times.
on issues that matter by changing the format of your board Dig deep and look at what you can do to communicate more
meetings. Keep the agenda short and focused so that you effectively with your board and membership.
have time to cover one or two topics in depth. Have small Be human. Reach out for support. Everyone is affected
group discussions at board meetings. Hold joint committee in small and large ways by this economic downturn. By
meetings on issues that cross committee boundaries. being compassionate, realistic, and empathetic, and by
Keep focused on your primary business. Recessions come making your board a valued voice within your organiza-
and go. For most chambers, the top issues remain long-term tion, you will come out of this a much more effective —
priorities, even if progress is temporarily slowed. Stick to the and respected — leader.
16 Chamber Executive Winter 2009/2010