Board Leadership & Development Program. February 21-22, 2018 Vancouver, Washington

Transcription

1 Board Leadership & Development Program February 21-22, 2018 Vancouver, Washington

2 Overview Your Roadmap For the Journey Introductions and Objectives from MCT Terry Format of February & May Sessions: Four Essentials (p.5) Scott Governance Sustainability Strategy Culture February Schedule and Logistics (pp. 3-4) Ed Books and Resources Ed Questions? 2

3 Two Links Digital Tools & Templates Available at ECFA Toolbox 3

4 Session 1 1. Books: Ten Basic Responsibilities of Nonprofit Boards Top Ten Basic Responsibilities of Nonprofit CEO s 2. Article: Board Member s 3 Hats 3. Tool: The Board Member Annual Affirmation Statement 4. Tool: The Prime Responsibility Chart 5. Best Practice: CEO Annual S.M.A.R.T. Goals & Monthly Dashboard Report 4

5 Ten Basic Responsibilities of Nonprofit Boards 1. Determine mission and purpose 2. Select the chief executive 3. Support and evaluate the chief executive 4. Ensure effective planning 5. Monitor, and strengthen programs and services 6. Ensure adequate financial resources 7. Protect assets and provide proper financial oversight 8. Build a competent board 9. Ensure legal and ethical integrity 10. Enhance the organization s public standing 5

6 Ten Basic Responsibilities of Nonprofit CEO s 1. Commit to the mission 2. Lead the staff and manage the organization 3. Exercise responsible financial stewardship 4. Lead and manage fundraising 5. Follow the highest ethical standards, ensure accountability, and comply with the law 6. Engage the board in planning and lead implementation 7. Develop future leadership 8. Build external relationships and serve as an advocate 9. Ensure the quality and effectiveness of programs 10. Support the board 6

7 Pop Quiz (2 minutes) 7

8 #2. Balancing Board Roles, The Board Member s 3 Hats Worksheet: What Hat Are You Wearing When (2 minutes) 8

9 #3. Tool: The Board Member Annual Affirmation Statement See examples pages

10 #4. Tool: The Prime Responsibility Chart Eliminate all fuzzy roles and identify a point person for every task Example page 21 10

11 #5. Best Practice: CEO Annual S.M.A.R.T. Goals & Monthly Dashboard Report Example page 22 11

12 Session 2: The Life Cycle of the Not-for-Profit Board Five Stages 1. Conception 2. Birth 3. Life 4. Death 5. Resurrection Ensures that the Board is dynamic, relevant and effective 12

13 The Life Cycle of the Not-for-Profit Board Conception Identifying and Recruiting New Board Members Three Steps: 1. Board Evaluation know what you want Use tools for board evaluation and every-board member self evaluation Create a matrix to identify current board composition Use strategic plan to identify needed strengths and areas of expertise Identify the weaknesses/needs in current board Create profile for new members 13

14 The Life Cycle of the Not-for-Profit Board 2. Board Recruitment Strategy Be sure you have a clear job description and list of expectations and responsibilities Convene a strong nomination committee Have forms for candidate nominations Involve ED and key staff as necessary Use board analysis and strategic plan in recruitment targeted and specific Develop a nominating process and follow it Do your board terms help or hurt your recruitment? 14

15 The Life Cycle of the Not-for-Profit Board 3. Board Nomination Process Process is bi-directional Create a nomination packet for candidates Ten Questions Statement of Faith Board Member Commitment Form Create a nomination packet for board members with bio Develop a personal visitation process with Chair and ED Bring nominations through Nominating Committee by way of assessment and strategic plan Complete both Due Diligence and Due Process Three steps: Interest-Invitation-Nomination Critical role of prayer and discernment 15

16 The Life Cycle of the Not-for-Profit Board Birth Welcoming, Informing and Orienting New Board Members Considerations: Provide appropriate materials: board and ministry Time with staff/ministry involvement Personal meeting with ED and Board Chair Review minutes of previous meetings Highlight critical issues/decisions Thorough review of the strategic plan Reaffirm role and expectations Open line to ED and Board Chair for questions Welcome at first meeting (pray over?) 16

17 The Life Cycle of the Not-for-Profit Board Life Involving board members in the most effective way possible to achieve the strategic vision of the ministry Five Considerations 1. Time Management Use their time wisely Well run, organized meetings with purpose 17

18 The Life Cycle of the Not-for-Profit Board 2. Communication Timely mailings, meeting preparation, semi-annual personal visits by board chair, good staffboard communications 3. Involvement According to their expectations and roles, opportunities for direct ministry involvement, personal financial support 18

19 The Life Cycle of the Not-for-Profit Board 4. Revitalization Board retreats, strategic planning work, outside consultants 5. Recognition Acknowledge and thank them often and appropriately 19

20 The Life Cycle of the Not-for-Profit Board Death Enabling board members to end their service in the most efficient and caring way to achieve the strategic vision of the ministry Three Reasons to Move Members Off the Board 1. Ineffectiveness Lack of attendance, inability to carry out expectation and role, etc. 2. Unacceptable behavior 3. End of term 20

21 The Life Cycle of the Not-for-Profit Board Keys to a Peaceful Death Clear policies and expectations Fair and frequent evaluations Processes for grievances and discipline True accountability Sane term limits History 21

22 The Life Cycle of the Not-for-Profit Board Places for Former Members to Continue to Serve Advisory committees Emeriti Ministry volunteers Off the Board with plans to return as appropriate 22

23 The Life Cycle of the Not-for-Profit Board Resurrection Bringing former board members back onto the board Considerations Abbreviated nomination process, but must fit strategic board needs Give board full reign to vote no pre-arrangements or promises due process! Don t abbreviate orientation process 23

24 Session 3: Leading From a Healthy Governance Model Creating Clarity Between the Board, the CEO, and the Staff 24

25 In This Session: 1. The 10 Temptations Board Members Must Confront 2. Five Models of Board Roles Which Are You? 3. CEO s and Board s Operating Styles 4. What s All the Fuss About Policy Governance? 25

26 #1. The 10 Temptations Board Members Must Confront Select one temptation from above and describe how you will mentor and coach your board members to FLEE from this temptation! 26

27 27

28 #3. CEO s and Board s Operating Styles Worksheet: What is your Board s and Your CEO s Current Operating Style? 28

29 #4. What s All the Fuss About Policy Governance? Two Pictures of Policy Governance : 29

30 Why Policy Governance? Policy Governance Summarized: Where is your board on the Policy Governance Continuum? Clarity & Alignment Next Steps Identify your most urgent next steps to address board/ceo clarity and alignment. (Be thoughtful about whether the task is a staff function or a board function based on your board policy approach.) 30

31 Session 4 Breakouts with your board coach 31

32 Session 5: Leveraging the 3 Powerful S s of your Board Members and CEO Spiritual Gifts Social Styles Strengths 32

33 The 3 Powerful S s Imagine if every board member served out of the sweet spots of their Spiritual Gifts, their Strengths, and their Social Styles! That would be a HOLY CALLING! The Place God calls you to is the place where your deep gladness and the world s deep hunger meet. -Frederick Buechner 33

34 1. Spiritual Gifts What You Do Best in the Body of Christ: Discover Your Spiritual Gifts, Personal Style, and God-Given Passion, by Bruce L. Bugbee 34

35 2. Strengths Our Board: Top-5 Strengths from StrengthsFinder.com (Note! Download the template (see the Tools and Templates binder) Names Strength #1 Strength #2 Strength #3 Strength #4 Strength #5 35

36 3. Social Styles ANALYTICAL Values Thinking Avoids Under Pressure DRIVING Values Control Becomes Autocratic Under Pressure ASK (slower-paced) TELL (faster-paced) AMIABLE Values Relationships Acquiesces Under Pressure EXPRESSIVE Values Intuition Attacks Under Pressure 36

37 Identify Your Social Style General Overview of the Four Social Styles My Social Style is: Know Your Comfort Zone and Help Others Feel Comfortable 37

38 Session 6: The Board s Role in Fundraising 38

39 Opening Questions: All of our board members have a clear understanding of their roles and responsibilities in supporting our development work and personal giving to our organization. Yes or No All of our board members feel they have been equipped and supported to carry our their responsibilities successfully. Yes or No Our biggest struggle in getting our board involved in fundraising is 39

40 Three Roles for the Board Leadership Advocate Involvement 40

41 Four Keys to Success in Working With Your Boards 1. Clear expectations, written and reviewed 2. Training, equipping and support 3. Opening doors and making strategic connections 4. Accountability and celebration 41

42 Four Cautions 1. Make goals realistic 2. Play to each member s strengths 3. Use carrots rather than sticks 4. Finally, remember your theology of development 42

43 Table Work Choose one Key and one Caution that will best address your one biggest problem. Key Caution Create 1-2 steps you will take to introduce this key to your board How will you communicate this caution to your board and what accountability will you put in place to be sure you avoid this problem? How we will communicate Accountability 43

44 Session 7 Breakouts with your board coach 44

45 Session 8 Your Elevator Speech 45

46 Session 9: Strategic Planning Does Your Board Own the Strategy? 46

47 2 Key Principles 1. The Best Boards Build Strategic Planning Into Their Organization s DNA 14 Questions Every Board Member Needs to Ask (page 102) 2. The Best Boards Focus on Sustainability High Mission Impact Low Sustainability Low Mission Impact Low Sustainability High Mission Impact High Sustainability Low Mission Impact High Sustainability 47

48 Session 10 Breakouts with your board coach 48

49 Session 11: God s Work God s Way: Mission and Vision Alignment Alignment Perspective Chart Perspective: The Board is a spiritual community brought together by God to govern/steward a piece of His Kingdom work on this Earth Perspective: Mission & Vision, Stewardship and Unity are meant to be woven together as three strands forming one strong chord Perspective: Board alignment is essential for effective mission and vision outcomes misalignment drains the heart and soul of an organization 49

50 Session 12: From Owner Board to Steward Board 50

51 Owner Boards vs. Steward Boards Owner Boards seek God s blessing on their work Steward Boards seek to know and do God s work Owner Boards add prayer to their agenda Steward Boards make prayer their agenda Owner Boards focus on controlling outcomes Steward Boards surrender their need for control Owner Boards defend and take offense Steward Boards repent and give grace Owner Boards seek to lead with strength and courage Steward Boards seek to follow the One who will lead them with strength and courage 51

52 How Do We Become a Steward Board That Always seeks to know and do God s work? Makes prayer our agenda? Surrenders our need for control? Repents and gives grace? Always seeks to follow the One who will lead us with strength and courage? 52

53 Steward Boards Practice Discernment in Three Movements Movement Number One From Us to God Best Practices: Steward Boards Pray: For surrendered hearts For repentance for their divided spirits For deliverance from competing agendas Steward Boards prepare to hear God speak 53

54 Steward Boards Practice Discernment in Three Movements Movement Number Two From God to Us Best Practices: Steward Boards Listen for God to Speak: Through intentional silence/meditation on Scripture Through active discussion Through collaborative decision making Steward Boards invite and expect to hear God speak 54

55 Steward Boards Practice Discernment in Three Movements Movement Number Three Through Us to Others Best Practices: Steward Boards Test What They ve Heard By: Inviting dialogue and feedback from stakeholders Revisiting decisions as required by the feedback Stepping out in faith and trusting in God s leading Steward Boards test and follow God s leading 55

56 Best Practices for a Steward Board 1. Expect God to speak 2. Practice intentional discerning prayer 3. Start with clearing away obstacles to hearing His voice 4. Make time and space to listen 5. Make collaborative decisions based on what you ve heard 6. Test your decisions with stakeholders 7. Step out in faith and trust God to bless your faithfulness How Does Your Board Rate? 56

57 Q&A 57

58 Session 13: Strategic Next Steps & My One Big Take-Away 58

59 Takeaways Personal My Name: My Top-5 Take-Aways Share Your Top Take-Away (at your table) Personal My Name: My Top-5 Next Steps & Accountability Check the #1 MOST IMPORTANT next step 59

60 Phase 2: Feb 22 May 2, 2018 (80 days) Assignments and Deadlines (divide into four segments): Feb 22 March 15 March April 1 15 April 16 May 2 Note: Our next board meeting is,

61 Phase 3: May 2-3, 2018 May 2 Wednesday 10:00 a.m. to 8:00 p.m. May 3 Thursday 8:00 a.m. to 3:00 p.m. Coaching Process: Our Coach is: Two Days of Coaching Provided by Murdock Trust (including travel): Option 1: Two back-to-back days on-site:, 2018 Option 2: One day on-site; and one day later (remotely) for projects, phone coaching, etc. Option 3: One day on-site; and a second day on-site, later, with travel covered by our organization 61

62 Section B: Documents and Coaching Section C: Dave Coleman s List of 12 Decisions 62

63 Thank you murdocktrust.org