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SEIU Local 1000

Explore the evolutionary stages of boards & the impact of different board member roles. Learn positive & negative behaviors in each stage to enhance governance effectiveness.

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SEIU Local 1000

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  1. SEIU Local 1000 June 2010 Board Meeting Part I Eric Douglas Leading Resources Inc. www.leadingresources.com

  2. Today’s Objectives: • Discuss the traits of Boards at different stages of their evolution • Talk about different Board member “hats” • Discuss what happens when hats collide! • Give you an assignment for the weekend www.leadingresources.com

  3. The Evolution of Boards www.leadingresources.com

  4. “Doing Board” • Board members handle many tasks and responsibilities. • Board members feel invigorated, challenged, and entrepreneurial. • A small number of Board members devote countless hours of volunteer time. • They become the “core” Board. • Board meetings are typically action oriented. • There’s little time to work on the Board’s fiduciary or governance role. www.leadingresources.com

  5. “Doing Board” Positive behaviors • Board members’ sense of commitment is high • Board volunteer hours result in low expenses • High sense of personal reward and achievement for “core” Board members Negative behaviors • Board lacks attention to overall direction • Board lacks formal policies and procedures • Board lacks formal mechanism for selecting/replacing/refreshing Board members www.leadingresources.com

  6. “Transitioning Board” • Board hires staff. • The Board begins to distinguish between the role of the Board and the role of staff. • A key governance principle is established – that the Board can only make decisions as a Board; individual members lack decision-making authority. • As this new sense of discipline is taking root, Board members feel a loss of control. • Certain Board members may not make the transition successfully and may become impediments to success. www.leadingresources.com

  7. “Transitioning Board” Positive behaviors • Board members invest in hiring talented staff • Board begins developing formal policies and procedures • Board assumes oversight role • Board establishes key governance principles Negative behaviors • Board members experience conflict in role between actively running the organization and governing • Conflicts occur between Board members and between Board members and staff • Board lacks effective means to manage conflicts www.leadingresources.com

  8. “Governing Board” • Organization grows and becomes more successful. • Board defines its responsibilities with more precision. • Board: a) sets the strategic direction, b) oversees the chief executive, c) sets the budget, d) performs other fiduciary duties • The Board sets measurable objectives and targets for the organization. This helps align the organization and increases its effectiveness. • The Board focuses on monitoring performance. • Staff focuses on providing the Board good, objective performance updates. • Board members are well-trained to stay within their prescribed role. www.leadingresources.com

  9. “Governing Board” Positive behaviors • Board develops strong sense of governance focus and discipline • Board sets performance measures for organization • Board focuses on monitoring results, which causes the organization to perform at increasingly higher levels • Board continues to function actively in certain areas, i.e. fund-raising Negative behaviors • Some Board members may push the Board to act outside its prescribed jurisdiction www.leadingresources.com

  10. Questions: 1. Where is your Board in the evolutionary arc? 2. What habits does it display? www.leadingresources.com

  11. Board Member Hats Board members wear different hats: • Governance hat – I’m part of a decision-making body with specific responsibilities, e.g. the budget, the strategic plan, other important matters. 2. Local hat – I’ve got local needs and concerns, and I want our organization to address them. www.leadingresources.com

  12. Questions: • What happens if Board members are wearing different hats at the same time? 2. What habits does this Board display? www.leadingresources.com

  13. Assignment: • Observe the communication and effectiveness of your Board over the next two days. • When is the Board being effective? • When is it not effective? • Think about ways to improve communication and effectiveness • Please come prepared to share your ideas www.leadingresources.com

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