LEADING THE EXTRAORDINARY BOARD

Transcription

1 Handout 1

2 LEADING THE EXTRAORDINARY BOARD Vicki Clark Building the Capacity of Organizations Memphis, TN Presented by the ABA Standing Committee on Bar Activities and Services and the Division for Bar Services

3 Exceptional boards add significant value. They make a discernible difference to the organization s advance on mission.

4 Peter Drucker s 5 for Leaders 1. What is the mission? 2. Who is the customer? 3. What does the customer value? 4. What are our results? 5. What is the plan?

5 Definition of Governance From Greek word kebernon, to steer To govern is to steer, to control, and to influence from a position of authority Governance deals with the legitimate distribution of authority throughout a system whether a country or an organization

6 EFFECTIVE GOVERNANCE GOVERNANCE is the board s legal authority to exercise power and authority over an organization on behalf of the community it serves, GOVERNANCE is group action GOVERNANCE is not only doing things right, but doing the right things GOVERNANCE involves the board acting as agents for the association s constituents

7 Logic Model

8 Twelve Principles of a Mission Driven Board 1. Constructive Partnership 2. Mission Driven 3. Strategic Thinking 4. Culture of Inquiry 5. Independent- Mindedness 6. Ethos of Transparency 7. Compliance with Integrity 8. Sustaining Resources 9. Results-Oriented 10. Intentional practices 11. Continuous Learning 12. Revitalization

9 Context Good Great Success Significance Stewardship Exceptional Leadership

10 Visionary Leaders Attract followers and motivate people Focus on the big issues Make effectiveness a top objective Have the capability to set direction Are willing to take calculated risks Paul M. Connolly

11 Context Exceptional Dysfunctional dramatic disengagement, conflict Functional of no real consequence Responsible compliant anticipates, plans, sees opportunities

12 Four Fundamental Practices Strategy Accountability Relationships Dynamics

13 The Board Building Cycle Identify Rotate Cultivate Evaluate Celebrate! Recruit Educate Involve Orient

14 Step 1: IDENTIFY Board Needs Skills, knowledge, perspectives, and connections, etc., needed to implement strategic plan Board needs assessment What expertise do you have? What is missing? Identify sources of board members with the desired characteristics

15 Avoid Tokenism No board member wants to fill a quota Identifying needs will help focus skills, knowledge, and representation No one is able to represent an entire subsection of the population or the bar Treat each board member equally and expect the same from everyone

16 Board Composition Ethnic Representation 86% are White (excluding Hispanic) 7% Black/African America 3% Hispanic/Latino 2% Asian 1% Two or more races 1% American Indian/Native Alaskan 0.30% Native Hawaiian/Pacific Islander

17 Current Board Composition Age Representation 2% under 30 36% between % between ages of % 65 or older

18 Making the Case for Inclusiveness Definitions Why Cultural Competency and Diversity Matter

19 Diversity the condition of being different; the fact or quality of being diverse; variety; includes, but not limited to: Gender Age Religion Sexual orientation Race/ethnicity Language Socio-economic status Legal status Disability Geographic base Political viewpoint

20 Cultural Competency the willingness and ability to value differences and be responsive to diversity at all levels of an organization, i.e., policy, governance, administrative, workforce, provider, consumer/client. Inclusivity the involvement of diverse individuals and the incorporation of diverse perspectives, needs, contributions, and viewpoints.

21 Three Strategies for Building an Inclusive Board 1. Communicate Facilitate Discussions Appoint a Task Force Develop Your Case Statement 2. Assess Organizational & Board Culture Board Needs 3. Commit Assign Roles & Responsibilities Measure Results

22 Step 2: CULTIVATE Potential Leaders Openly recruit for board members with needed characteristics Find ways to connect with those candidates Get them interested in your organization, and keep them informed of your progress

23 Step 3: RECRUIT Prospects Describe why a prospective board member is wanted and needed Explain expectations and responsibilities of board members, and don t minimize requirements Invite questions, elicit their interest, and find out if they would be prepared to serve

24 Step 4: ORIENT New Members To the organization: Mission/Issues History Programs Pressing issues Finances Facilities Structure (organization chart) To the board: Committee structure Board member responsibilities List of board members and key staff Bylaws Recent minutes

25 Orientation Tips and Tools Tips Be honest, but don t overwhelm Include full board Make room for team building Follow up with individuals Tools Orientation meeting Board portal/materials Site visit/facilities tour

26 Step 5: INVOLVE Discover board member interests and availability. Involve them in committees or task forces. Assign them a board mentor/buddy. Solicit feedback. Hold everyone accountable. Express appreciation.

27 Step 6: EDUCATE Provide information concerning your mission area and services. Promote exploration of issues facing the organization. Hold retreats and encourage board development activities by sending board members to seminars and workshops. Don t hide difficulties.

28 Step 7: EVALUATE Evaluate the board as a whole, as well as individual board members. Examine how the board and chief executive work as a team. Engage the board in assessing its own performance. Identify ways in which to improve. Encourage individual self-assessment.

29 Step 8: ROTATE Rotate board members. Establish term limits (and enforce them!). Do not automatically re-elect for an additional term; consider the board s needs and the board member s performance. Explore the advisability of resigning with members who are not active. Develop new leadership.

30 Step 9: CELEBRATE! Recognize victories and progress there are no small victories. Celebrate accomplishments. Appreciate individual contributions to the board, the organization, and the community. Make room for humor and a good laugh.

31 Important Questions Do we have the right leaders in place to lead us into tomorrow? Do we have a governance structure in place that allows the board to function effectively? Are we talking about the right things/the issues of greatest importance? Do we have a culture in our boardroom that welcomes diversity and new perspectives?

32 Promote Board Development 10 Resolutions 1. Remember that mission and stakeholders come first. 2. Ensure the association s relevance and value to stakeholders and society as a whole. 3. Openly debate policies, practices, and choices that further the mission. 4. Plan for a marathon, not a sprint. 5. When new members join the board, pass the baton to them. Engage them for their unique strengths. 6. Apply each member s assets to fit organizational needs.

33 Promote Board Development 10 Resolutions 7. Contribute time and money to the association. 8. Plan for the continuing contribution of those rotating off the board who still wish to be involved with the association. 9. Focus on the FUTURE. Don t fall in love with the past. 10. Exhibit courage, flexibility and willingness to change as challenges and opportunities merge.

34 Food for Thought If your actions create a legacy that inspires others to dream more, learn more, do more and become more, then you are an excellent leader. Dolly Parton Leaders must be close enough to relate to others, but far enough ahead to motivate them. John C. Maxwell

35 Handout 2

36 A PLAN TO A.C.T. All worthwhile men (and women) have good thoughts, good ideas and good intentions but precious few of them ever translate those into action. John Hancock Field Acknowledge that development of an effective board is a key element if your association is to reach its goals and move the mission forward. Commit to establish, support and promote good governance and servant leadership. Target your actions, stay focused, and remain open to learn, grow and change. Vicki Clark, Building the Capacity of Organizations, Memphis, TN, veclark@aol.com

37 SELF REFLECTION 1. Why do I want to take on this role at this time? 2. What does the organization expect from me? 3. What do I expect from this organization? 4. What do I expect from myself? 5. What can I contribute to the organization? To the community? 6. How will I balance my board leadership responsibilities with my personal and professional responsibilities? 7. How do my significant others (personal and professional) feel about me taking on this role? 8. How will this role affect my time with family, with friends, and at work? 9. Do I have an effective support system in place? 10. What do I need to do to maintain my physical and mental health as I add this role to my daily life? Vicki Clark, Building the Capacity of Organizations, Memphis, TN, veclark@aol.com

38 Effective Board Leaders INDIVIDUAL ACTIONS What will I need to do differently to fully embrace the role of leadership in the Bar Association? What assets do I bring to the table? If I am to fully commit to becoming a mission driven board leader: Maybe I don t need to anymore. Clarify what you would like to change. Maybe I do need to some more. What do you want to hang on to? Maybe I need to some time soon. A statement of future goals for yourself. Maybe I need to once again. Recalls a resource from the past. Maybe I need to sometimes. Clarifies an area where you need more flexibility. Maybe it s time to let go of Identifies old pains that need to be tossed out to eliminate any destructive hold on you. Vicki Clark, Building the Capacity of Organizations, Memphis, TN, veclark@aol.com