1 / 16

Board Member Roles, Responsibilities and Expectations – Getting the Most From Your Board

Board Member Roles, Responsibilities and Expectations – Getting the Most From Your Board. South Dakota Nonprofit Enhancement Project July, 2009. Introduction. To get the best from a board -- REMEMBER

erica
Download Presentation

Board Member Roles, Responsibilities and Expectations – Getting the Most From Your Board

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Board Member Roles, Responsibilities and Expectations – Getting the Most From Your Board South Dakota Nonprofit Enhancement Project July, 2009

  2. Introduction To get the best from a board -- REMEMBER • Boards are in perpetual motion -- the work of building and delivering excellence is never done • Take the board from where they are – strong boards are developed over time • Investment is necessary – time, tools, and talent must be delivered to the board to prepare them to provide leadership • Organize the work of the board -- board must have meaningful work to stay strong • Build while times are good – the time to build strength on the board is BEFORE you have a governance challenge

  3. In the end, Boards need only two things to be successful: A dose of the passion…. and Meaningful work. Hildy Gottlieb

  4. Step 1 -- Identify • Resist rounding up “the usual suspects” for board service • Be honest in assessment of the current board • Know the profile of talents and experience you need – before naming names • Articulate the personal characteristics you desire in board members • Commit to year-around attention to board recruitment • Know where you are going as an organization

  5. Step 2 -- Cultivate • The board – not the Exec. Dir. – builds the board • Have a “date” first – Don’t jump to the ask before asking important questions • Look to people who are connected to your cause • Keep true to the profile(s) you have collectively developed • Keep all board members and the ED informed at each step of the cultivation process

  6. Step 3 -- Recruit • Clearly inform prospects of why they are being considered for board service • Explain expectations about service – be truthful • Invite questions – seek opportunities to learn more about the candidates readiness as you go engage in conversation • Timing is important – who, when, and how the ask is delivered will impact success

  7. Step 4 -- Orient • Give a dose of the passion -- mission, history, programs, issues, finances, facilities, etc. • Describe committees • Define board member expectations and responsibilities • Give a clear picture of staffing and how the work is done

  8. Step 5 -- Involve • Get everyone involved – make sure all board members understand their opportunities, roles, and responsibilities • Cultivate relationships with ALL board members • Discover interests and abilities of each member – make assignments accordingly • Assign a board “mentor” or “buddy” • Solicit feedback • Hold everyone accountable • Express appreciation for work well done

  9. Step 6 -- Educate • Provide information on mission and mission fulfillment • Encourage exploration of issues facing the organization • Encourage board development • Schedule board retreats and other venues to build internal board relationships • Budget for board training – including sending board members to external training

  10. Step 7 -- Evaluate • Establish a board structure responsible for board function (governance) • Complete at least annual whole-board assessment • Complete at least annual individual board member assessments • Set board performance goals – measure accomplishments

  11. The lack of accountability paves the way to mediocrity. Thomas Connellan, PhD

  12. Step 8 -- Rotate • Establish term limits • Do not automatically elect members to additional terms • Have and use an “exit policy” for non-performing members • Set succession paths for leadership – goal to be setting projected leadership two-three years out • Develop leadership with a training program for leaders

  13. Step 9 Celebrate • Recognize victories • Recognize commitment to external board education • Acknowledge individual accomplishments of board members • Make room for fun and humor • Have ceremonies – make them a part of the culture

  14. Bringing out the best in others requires we reinforce improvements, even if they’re not ‘there’ yet. Thomas Connellan, PhD

  15. Conclusion • Get the tools you need • The Board Building Cycle, BoardSource, 2007. • Getting the Best From Your Board, An Executive’s Guide to a Successful Partnership, BoardSource, 2007. • Establish a structure within the board to monitor itself (Governance Committee). • Build and maintain strong communications within the board. • Be diligent about supporting the board through training, tools, policies, and processes.

  16. Thank You! 818 S. Hawthorne Avenue Sioux Falls, South Dakota 57104-4537 (605) 336-0244 or (888) 4-SUMPTION www.sumptionandwyland.com

More Related