presented to the Golf Association of Philadelphia President’s Council

1. Managing Board and Committee Relations: The Dynamics of Success presented to the Golf Association of Philadelphia President’s Council by Gary A. Hamilton, J.D. Professor, The Collins School California State Polytechnic University, Pomona

2. Managing Your Club to Success Transparency isthe concept of openness in every area of business … transparency can be leveraged to give organizations a competitive edge. - The Naked Corporation: How the Age of Transparency Will Revolutionize Business

3. Managing Your Club to Success Transparency is a Code of Conduct, and reinforces a way of doing business at your club.

4. Managing Your Club to Success Recent corporate failures haveacceleratedthe need forcredibility with members, Boards, Presidents, employees, and other stakeholders.

5. Managing Your Club to Success This paradigm shift will require an essential change in club culture regarding the degree and scope of participation by all management, staff, and members.

6. Managing Your Club to Success The CMAA FLA Survey Should a Board’s actions be transparent to the membership?

7. Managing Your Club to Success The CMAA FLA Transparency Survey

8. Managing Your Club to Success • What’s in it for me and my club? • Increased problem identification • Better decision making • Increased credibility • Increased confidence in operations • - Barbara Pagano

9. Managing Your Club to Success "In looking at people… you look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you." - Warren Buffet, CEO, Berkshire Hathaway

10. Managing Your Club to Success What can you do to increase your “pool of volunteers?”

11. Managing Your Club to Success Make it EASY for volunteer members to do the job!

12. Managing Your Club to Success • Who decides who runs? • Is it the “luck of the draw” • or • Can you “influence” the result?

13. Managing Your Club to Success AdaptabilityandForseeabilty are the keys… because the Board and Committees change every year!

14. Board Duties and • Responsibilities • The Duty of Care / Due Diligence • The Duty of Good Faith / Loyalty • The Duty of Compliance

15. Board Duties and • Responsibilities • Fiduciary duties identified • Code of Ethics • Consent Forms • Confidentiality Agreement • (for proprietary financials)

16. Required Club Resources • History of Board Actions • [Based on a 5 year timeframe] • - Club impact • - Date adopted • - Policy • - History

17. Required Club Resources • Current By Laws • - Review cycle • New Legal Developments • Exposure Assessment/Counsel • Legislative Updates • Social Trends • Industry Trends

18. The Volunteer / Manager Relationship • The Nature of the Beast… • “Sorry… but I don’t have the time…” • “ I’ll do it for the ‘Good’ of the Club! ”

19. The Volunteer / Manager Relationship “Hey! You’re the one being paid… so … you do it!”

20. The Volunteer / Manager Relationship The “Art of Persuasion”… or “How do I get them to do what they should do, but don’t want to do, because I said so!”

21. Practical Decision Making • Know your boss… • Know the history… • Know the dirt…but… • Knowing too much…!”

22. Practical Decision Making • Good information • Good timing • Good alternatives • Good luck!

23. Practical Decision Making • What members really want is… • “Invisible Leadership”

24. Practical Decision Making • Structure of Office Appointment • - How long is a term? • - How are the elections staggered? • - How is continuity (institutional memory) provided?

25. Practical Decision Making Structure of Office Appointment - How is the member chosen for this position? - Is this position advisory or does it set policy? - What are the parameters of this position? (Think job descriptions!)

26. Practical Decision Making If a position description is to be an effective recruitment and selection tool, it should also contain any prerequisites for a position.

27. Cautions, Caveats and Conundrums A trend that has developed is that many members are no longer willing to put in long-term consecutive service to their club.

28. Cautions, Caveats and Conundrums • Past Presidents • “Regulars in the Men’s Grill” • Political power brokers • Internal • External • Stakeholders beyond the club • Power, status, and political savvy

29. Practical Decision Making • What members need … • An Orientation • Structure - A Strategic Plan • Financials, trends, and summaries • Club Policies • History of Board Actions • Outside Expertise

30. Practical Decision Making • Management attitude surveys • Membership / Board satisfaction surveys • Employee satisfaction surveys • Continuous development opportunities for all employees

31. Practical Decision Making • Conduct Effective Meetings!

32. Meeting Preparation • What members expect: • Issue expertise? • Support? • Opposition? • Sabotage?

33. Meeting Procedures • - Set norms/expectations first • - Don’t over schedule • - Provide background materials (summaries and forecasts) • - Separate action vs. discussion items

34. Leadership in Governance • Role of the Board/Committee Chair • Meeting Preparation • Forwarding agendas / materials • Providing advance notice • Providing documentation

35. Leadership in Governance • Role of the Committee Chairperson • Identification of Goals: • Providing an overview of tasks

36. Leadership in Governance • Meeting Strategies: • Give everyone a job • Track assignments • Start on time • End on time

37. Leadership in Governance • Communication: • Difficult/important items first • No “back to back” controversy • Establish rapport quickly • [from Training 101, edited by Petrini]

38. Leadership in Governance • Be effective with “outlaws” • Keep good records of tasks • Record timelines • Involve others in decision-making

39. Leadership in Governance • Summarize • Evaluate effectiveness • Maintain the big “mo” • Reinforce accomplishments

40. Leadership in Governance • Focusing discussion requires: • Dealing with club factions • Dealing with dysfunctional • behaviors • Managing conflict

41. Leadership in Governance • Focusing requires: • Providing a sharp focus • (Don’t revisit issues!) • Generating creativity • Sensitivity to verbal/nonverbal • communication

42. Leadership in Governance • Making Decisions: • Seeking consensus • a. straw votes - a final vote on the record - always • b. draft proposals • c. pilot projects • Summarize

43. Leadership in Governance • - Follow up and follow through • - Share the credit • - Allow “social time” following the meeting

44. Rules for Club Volunteers: • (You too Mr./Madame President!) • Don’t: • Coach or correct employees • Give performance evaluations to employees (other than the GM / COO) • Make hiring decisions

45. Rules for Club Volunteers: • (You too Mr./Madame President!) • Don’t: • Fire or discipline employees • Schedule employees • Reward or promise raises to individual employees

46. A Closing Thought It’s Not Who You Fire That Makes Your Life Miserable... It’s Who You Don’t Neutralize the problem before it neutralizes you. Emotional infections are more corrosive to success than incompetence.

47. Managing Board and Committee Relations: The Dynamics of Success presented to the Golf Association of Philadelphia President’s Council Meeting by Gary A. Hamilton, J.D. Professor, The Collins School California State Polytechnic University, Pomona