This document provides guidance for IABC chapter leaders on navigating their roles as president-elect, president, and past-president over a three year period. It emphasizes the importance of preparation, leadership, reflection, and transitioning responsibilities. As president-elect, leaders are advised to assess their skills, evaluate the board, and prepare goals. As president, they should conduct planning retreats, set expectations, handle conflicts, recognize accomplishments, and conduct transition reports. As past-president, the role shifts to mentoring and advising future leaders while continuing to support the chapter. Proper preparation and transition between these roles is key to having a successful experience while maintaining a work-life balance.
Association Leadership: Board DevelopmentSteve Drake
Board excellence comes from knowing roles and responsibilities and practicing good habits. This presentation is the cornerstone of a 7-hour leadership development workshop for boards of the South Dakota Dairy Producers and Western Iowa Dairy Alliance. The sesssion was tailored for the needs the two groups expressed.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
Association Leadership: Board DevelopmentSteve Drake
Board excellence comes from knowing roles and responsibilities and practicing good habits. This presentation is the cornerstone of a 7-hour leadership development workshop for boards of the South Dakota Dairy Producers and Western Iowa Dairy Alliance. The sesssion was tailored for the needs the two groups expressed.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
If you want to understand how decisions are made at a VC firm it is important to understand the staff who work there. Here is a guide but you can also read more at this blog post: https://bothsidesofthetable.com/how-to-improve-your-odds-of-getting-to-yes-with-a-vc-land-and-expand-b46a0a102a07
How do you run a more meaningful meeting? This presentation outlines meeting tips from the pros, our agency’s standards for better meetings, and a whole list of resources.
Manage to lead - board development and operations v2IntelliVen
These slides present a framework for boards that make clear the difference between a Board of Directors and a Board of Advisors as well as how to set up and get the most from each.
Meetings PowerPoint Presentation Content slides include topics such as: why meetings are unproductive, 7 group roles and behaviors, effective meeting notes, 6 guidelines for effective meetings, information sharing/gathering, recognizing resistance to accepting change, phases of change transition, problem solving meetings, decision making, before the meeting, agenda and goals, during the meeting, running effective meetings, after the meeting, common scheduling problems, scheduling hints, taking minutes, how to's and much more.
Answers to: What is an informal meeting? An informal meeting is a meeting which is far less heavily planned and regulated than a formal business meeting, and so lacks many of the defining features of a formal business meeting, such as minutes, a chairperson and a set agenda. These informal meetings are far more likely to take place in a casual setting, such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in a boardroom.
If you want to understand how decisions are made at a VC firm it is important to understand the staff who work there. Here is a guide but you can also read more at this blog post: https://bothsidesofthetable.com/how-to-improve-your-odds-of-getting-to-yes-with-a-vc-land-and-expand-b46a0a102a07
How do you run a more meaningful meeting? This presentation outlines meeting tips from the pros, our agency’s standards for better meetings, and a whole list of resources.
Manage to lead - board development and operations v2IntelliVen
These slides present a framework for boards that make clear the difference between a Board of Directors and a Board of Advisors as well as how to set up and get the most from each.
Meetings PowerPoint Presentation Content slides include topics such as: why meetings are unproductive, 7 group roles and behaviors, effective meeting notes, 6 guidelines for effective meetings, information sharing/gathering, recognizing resistance to accepting change, phases of change transition, problem solving meetings, decision making, before the meeting, agenda and goals, during the meeting, running effective meetings, after the meeting, common scheduling problems, scheduling hints, taking minutes, how to's and much more.
Answers to: What is an informal meeting? An informal meeting is a meeting which is far less heavily planned and regulated than a formal business meeting, and so lacks many of the defining features of a formal business meeting, such as minutes, a chairperson and a set agenda. These informal meetings are far more likely to take place in a casual setting, such as a restaurant or a coffee shop, or at one of the participant’s desks, rather than take place in a boardroom.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
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
This was the presentation I did at the most recent 2009 BoardSource Leadership Forum(BoardSource Annual Meeting) that received the highest ratings of any presentation at the entire conference.
This Associate Leadership Guidance presentation was created by the New Jersey Builders Association\'s Past Associate Vice Presidents Council. It was created to help our NJ local HBAs develop future leaders.
Nonprofit Succession Planning: Leading By Sharing PowerBloomerang
https://bloomerang.co/resources/webinars/
Andy Robinson will help you understand the value of succession planning to nonprofits (and the risks of poor or non-existent transition plans).
This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12)
1. Or, How to Have a Life, Earn a Living, Keep Your
Relationships and Still Be An IABC
(President-Elect) President (Past-President)
2. It’s all about you!!!
Key session objectives:
This is Psychotherapy 101 (we’ve been there!)
We want to provide some simple, thought-provoking tools
(experience-based guidelines, not definitive rules!)
Give you some takeaways that will help you avoid the “past-
president protection program.”
3. Reality Check #1
Q: How did you find yourself in this position?
A: Was it because . . .
You were next in an orderly chapter succession plan?
You didn’t show up for the last board meeting where
nominations were discussed?
No one else wanted the job?
You really wanted the job?
Other?
4. Reality Check #2
Q: How ready are you to take on each role during
the next three years?
A: Would you say . . .
“Absolutely. No worries.”
“Hmmm . . . I hadn’t really thought about each specific
role.”
“Are you kidding? Get me out of here!”
6. President-Elect: Key Tasks
Doing a skills inventory!
Assess your personal leadership strengths/challenges.
(Recommended early in term)
Ask others who know you well to rate you on the same
criteria. (Recommended early in term)
Compare notes. (Early in term)
7. President-Elect: Key Tasks
Evaluating the board!
Compare notes with president about board structure and
effectiveness. What’s working? What isn’t? Why?
(Recommended mid-term)
Talk with current/departing board members about their
roles. What’s working? What isn’t? Why? (This assumes
board transition reports not already in place /
recommended mid- to late-term)
Evaluate pending vacancies and required skills, which aids
recruiting by nominations committee (Mid- to late-term)
8. President-Elect: Key Tasks
Preparing your goals!
What 1-3 things do you really want to accomplish as
president? (Recommended late-term)
How do your goals match with chapter’s strategic
objectives, board talent and overall chapter position?
(Recommended late-term)
Will these goals “move the sticks?”
9. Reality Check #3
Q: What are your biggest fears in
taking on the role of chapter
president?
11. Chapter President: Key Tasks
Conducting a board retreat!
Focus on relationships . . . help new/carryover board
members get to know each other.
Focus on planning . . . Lead a SWAT analysis of the past
year, using some of your president-elect conversations (or
board transition reports) as a discussion guide.
Focus on strategy . . . Introduce your board priorities and
invite conversation on how they support/don’t support
overall goals. Leave with consensus on a strategic
framework for the year. (Recommended first month of term)
12. Chapter President: Key Tasks
Setting clear expectations!
Best way to avoid many leadership problems is
predictability!
Strategic expectations . . . Focus on board/individual
accountability to goals and how those elements will be
measured. Be clear and consistent. (Recommended first
month . . . ideally during board retreat)
Procedural expectations . . . Focus on schedule/attendance
for board meetings, cell/smart phone use in meetings, etc.
13. Chapter President: Key Tasks
Handling board conflict!
Almost every president has (at least one) unpleasant surprise.
Be proactive. If you pick up signals that board conflict is
brewing, get to the source.
Be fair. If an issue involves dueling board members, hear both
sides before taking action.
Be assertive. If something blows up in a board meeting, call time
out. Then, set a time to facilitate discussion/resolution
elsewhere.
14. Chapter President: Key Tasks
Rewarding board accomplishments!
In addition to strategic leadership, your biggest job is to be a
cheerleader for board success!
Be social. Periodically, consider buying lunch or coffee for individual
board members, just as a “thank you” for their efforts.
Be consistent. At each board meeting, recognize “wins” by board
members and their teams. Make sure these are recorded in meeting
minutes.
Be creative. At the end of a board year, consider making/purchasing
little gifts that speak to a board member’s specific accomplishments.
Or, consider fun forms of board recognition at meetings and events.
15. Chapter President: Key Tasks
Conducting transition reports!
This is a great tool to check leader engagement and support future
board success!
Ask about strategic accomplishments. Allow all board members to
share specific views on what worked/didn’t work during the board year
(and why).
Ask about the experience. Were board members pleased/not pleased
with their time on the chapter board (and why).
Ask for recommendations and nominations. Encourage board
members to make specific suggestions for improvement and to
recommend promising committee/volunteer members for
consideration as future board leaders.
16. Chapter President: Key Tasks
Having a (non-IABC) life!
Being chapter president does not mean IABC is a 24/7 commitment!
Learn to delegate. While you need to represent the chapter at various
major events and activities, that does not mean you need to attend
every event.
Learn to back off. You don’t need regular involvement in every board
committee or portfolio. Let your VPs/portfolio leads do their jobs. If
you don’t have VPs/portfolio leads, consider expanding the board
structure and volunteer pool.
Learn to set boundaries. Create your own personal plan to allocate
time for family, paid work, personal activities and IABC.
17. Reality Check #4
Q: What are the biggest drawbacks
to moving from president to past-
president?
19. Past-President: Key Tasks
Being seen . . . not always heard!
In just one month, your IABC life has changed a great deal!
Counseling, not directing. Remember, a new person now
holds the gavel. Your job is to provide support and
perspective—not run the meeting.
Picking your shots. As past-president, you’ll have strong
opinions on almost everything. Resist the temptation to
weigh in on every debate. Instead, speak up when
“teachable moments” are at hand.
20. Past-President: Key Tasks
Preparing Chapter Management
Awards!
Who better for this important role?
Validate performance. As president, you were central to
shaping, executing and measuring board strategies. Now,
CMAs provide a venue to test that performance against
peer chapters.
Reflect on achievements. Working through CMA entries is
a fantastic way to reflect on accomplishments—and review
what can be done better by future boards.
21. Past-President: Key Tasks
Mentoring future leaders!
A great way to leave a legacy to your chapter!
Provide wisdom. As past-president, you can be
especially valuable in helping young or new board
members “learn the ropes.”
Evaluate talent. Working with a nominating
committee (or in a chapter mentoring program), you
can help screen and shape future leaders.
22. Reality Check #5
Now, with everything we’ve covered, what will
you . . .
Stop?
Start?
Continue?
23. Reality Check #6
Q: At the end of your three-year leadership arc,
what’s next?
A: Could it be . . .
Back on the board for a (more normal) role?
Returning as an occasional volunteer?
Service on an IABC regional or international
board?
Or, at 12:01 a.m. after your last day, entering the
“ex-presidents’ protection program,” never to be
seen again?
24. Questions?
Lana Collins, ABC Brett Pyrtle
Past Director, IABC Canada East Chapter Advocate, IABC Pacific
Region Plains Region
Past President, IABC Past President, IABC Minnesota
Newfoundland and Labrador
Director of Project Principal, Turning Point
Communications, Workplace Communications LLC, St. Paul, MN
Health, Safety and Compensation 651.592.6369 (office/mobile)
Commission, St. John’s NL brett@turnpointcomm.com
709.778.1223 (office) www.turnpointcomm.com
lana.collins@whscc.nl.ca
www.whscc.nl.ca
Editor's Notes
“Move the sticks” is an America football metaphor. In each president’s term, one of the main jobs should be to “get a first down,” which then moves the sticks and enables another set of plays for future chapters.
Have room break into small groups (new people) and see if there are some common themes. 5 minutes or so. Record feedback on flipcharts.
“Framework” doesn’t necessarily mean a finished plan. It does mean that the board agrees, in principle, to overall direction and priorities.
Doing these things early on will make board management much easier as time moves forward.
Bottom-line: Board conflict will only get worse if left unchecked. And, open conflict in a board meeting needs to be taken outside, or it can poison the well for uninvolved board members.
This is an important leadership step, since IABC is an all-volunteer organization. A series of authentic, well-timed “thank you” gestures can go a long way.
Each of these elements is important for you to maintain balance. Without a healthy balance, your odds of IABC burnout rise sharply.
Have room break into small groups (new people) and see if there are some common themes. 5 minutes or so. Record feedback on flipcharts.