5. 1)
2)
Think of someone whom you feel
exemplifies good leadership
Identify two to three leadership
characteristics that person possesses
6.
Ability to: listen, analyze, think clearly
and creatively, work well with people
individually and in a group
7.
Willing to prepare for and attend
meetings, ask questions, take
responsibility and follow through on
assignments, open doors in the
community and evaluate oneself
8.
Develop skills if you do not already possess
them, such as to: cultivate and recruit board
members and volunteers, read and
understand financial statements, have
deep, substantive knowledge of programs
and services.
9.
Possess: honesty, sensitivity to and
tolerance of differing views, a
friendly, responsive, patient
approach, community-building
skills, personal integrity, a developed
sense of values, concern for your
organization’s development, a sense
of humor.
10. “Governance is the board’s legal
authority to exercise power and
authority over an organization on behalf
of the community it serves.”*
* The Handbook of Nonprofit Governance, Boardsource, 2010
11. Why serve on a board?
Self-interest
Ego
Altruistic
12. Implement mission and establish
strategic direction
Ensure necessary resources to
implement the mission
Provide fiduciary oversight
13. Duty of Care – stay informed and understand
issues to make decisions
Duty of Loyalty – undivided allegiance to the
organization when making decisions
Duty of Obedience - duty bound to be faithful to
the mission and ensure compliance with the laws
and relevant regulations, as well as bylaws
Ultimately, you are part of a group vested with
making decisions on behalf of the organization
and accountable for those decisions.
14.
Have clear understanding of board’s responsibility
for governance of the organization
Regularly attend board and committee meetings
Serve on committees; take special assignments
Stay informed
Follow conflict of interest and confidentiality
policies
Support the organization by informing others of its
work
15. States the purpose of the organization
Defines members
Defines the board and officers
Defines terms and succession
Provides protection for board
members
Outlines specific decisions requiring
vote as determined by law
17.
Ensure board members carry out roles and
responsibilities
Be a contact for board issues
Facilitate board meetings: promote meaningful
dialogue, give every member the opportunity to
contribute
Operate according to what’s best for the
organization
Ensure board members have all necessary facts
and figures, pros and cons when making a
decision
18.
Agenda features discussions that are
ambiguous, examine problematic
situations, rather than reports and routine
motions
Meetings focus on small number of issues
addressed in depth
Meetings are organized around what needs
to be accomplished versus how the
organization is organized
There is flexibility in meeting rules
19.
Who sees the situation differently?
What are we missing?
What problems might the proposed solution
create?
What is the best possible outcome?
What is the worst-case scenario?
What is the next question we should
address?
20.
Questions assumptions, probe feasibility,
identify obstacles and opportunities
Promotes robust dialogue
Posit that great minds think differently, and
discussions are enriched by multiple
perspectives
21. • Few committees of the board; use of special
committees (i.e., task forces, etc.)
• Committees are structured around what
needs to be accomplished versus how the
organization is organized
• Committees have description and charges,
are clear in their purpose, and work toward
specified goals and timelines
22.
Work groups to accomplish tasks that need to
be done outside of board meetings; can be
charged with developing proposals or acting
on behalf of the board
Create a charge – a statement of purpose that
explains role, expected outcomes, and sets
due date for deliverables.
Committee structure is driven by the strategic
plan
23.
Have specifically stated purpose, with clear
deliverables due in a specified time period
Maintain minutes and report on a schedule to
the board
Are disbanded when work is done
Can be convened for short-term or special
projects (task forces, ad hoc, etc.)
25.
The Board functions as a team
Board maintains and adheres to a Code of Conduct
Board entrusts committee and its members to carry
out and fulfill committee purpose
Board member recruitment is deliberate and
conducted against a strategic purpose
New board members are provided with orientation
The board monitors and annually evaluates board
performance
Committee structure is streamlined and flexible
Meetings are strategic, focused, engaging,
productive
The board is authorized to establish policies and make decisions that will affect the life and work of the organization and it is accountable for the actions that follow those policies and decisions. Governance is group action. Individuals do not govern the organization.
What are the motivators for serving? Self-interest: personal gain or an advantage for company, practice, firm – visibility, credibility, referrals, networkingEgo: self-importance or self-esteem, having something that looks good on a resumeAltruistic: unselfish desire to serve and advance the mission or purpose -- “give back”
Establish policy
Duty of care
Stay informed of mission, services, policies and programsYOU REPRESENT THE STATE --- NOT your LOCAL COUNCIL
To work well, absolutely requires civility and collegiality and in order to curb the dysfunctional politeness and groupthink.The work is not just the board’s – it includes the Head and staffGenerative work is fusion of thinking: not a division of laborThe point is not to displace or control staff, but to test views with a supportive, inquisitive board