Leadership – Engagement, Recruitment & Development

1. Leadership – Engagement, Recruitment & Development Presented by: Kyira Hauer; Associate Director; NAMI Wisconsin Creating an Inclusive Environment Focused on Commitment & Collaboration

5. How do you define leadership?

6. Lollipop Moments http://new.ted.com/talks/drew_dudley_everyday_leadership

7. Let’s start with a…

8. What’s Your Status?Assessing Your Board of Directors • What does it mean? • How do we do one?

9. Other Questions to Consider with Your Board? • What would happen to our organization if the board did not meet for 2 years? • How does the composition of our board contribute to effective governance? • What does our board do to ensure that board meetings are both productive and rewarding? • What is the connection between the organizations strategic plan and our current board and committee structure? • How might technology be used to better strengthen our performance? • What might be done to strengthen our board as a high performance team?

10. Identify Your Needs • Observations? • What is your boards current tenure? • Things to think about: • Size and composition? What is your ideal and why? • What expertise is missing at our table? • What voices are not represented in our current structure?

11. Bridging the Gap Define 2 to 3 goals for your affiliate for this upcoming year. What barriers might you face in trying to accomplish these goals given your boards current state? What is needed in order to achieve these goals?

12. You have probably come to two conclusions: • There is an opportunity here to restructure current leadership roles and better nurture your leaders • There are some gaps you can see in your team for which you have the opportunity to recruit strong leaders

13. RESTRUCTURE CURRENT BOARD

14. Let’s Start With You! When you think of your ideal role and job duties with NAMI, what do you see? What made you want to get involved with NAMI originally? What would your role be? Your responsibilities? Time commitment? What do you bring to the table? Now, write out a job description for your current role – i.e. title, time commitment, responsibilities, etc.? How do the two compare? If these don’t match up…it’s time to redefine your role… (and chances are this is probably true for your entire team)

15. Things to Consider How do you see yourself fulfilling your hopes and desires in your current role? What would need to change so you are working towards that? What does success & fulfillment look like in terms of both your role at the affiliate and your leadership team overall?

16. You Can’t Get Away from Everything • Board members HAVE to make decisions • Duty of Care* • Believe in and follow the mission of NAMI • Duty of Loyalty* • Fiduciary duties – NEED to know where the MONEY is! • Legally responsible • Duty of Obedience* • Need to show up!

18. CREATE COMMITTEES Programs Membership Fundraising “Unleashing the creative power of several minds on a single issue can work miracles.” Bob Hooey

19. Considerations • What is the committee’s purpose? • What are the responsibilities of the committee? Limitations? • Specific tasks associated with the committee? • Who will chair the committee? (Example: should it be a board member?) • Who will serve on the committee? How appointed? What skills are needed? • What is the timeline? • What types of reports are created? • What is the budget? • What is the authority of the committee? • What resources are needed? What is already available? • How will the committee measure success?

20. What Works What Doesn’t Or form committees who can all be taking bites at the same time! Ineffective Leadership Unclear Goals & Vision Lack of Commitment Wasted Time “Ball Hogs” Lack of Preparation Hidden Agendas Voices not being heard or decisions trusted Clear Roles Measurable Outcomes Time Management Good Preparation Member Buy-In/Support Repeated self and committee evaluation

21. Okay, now, let’s fill in the gaps!

23. Assemble a Team • Look to: • Board at large • Subset of your BODs • Developing a Committee • Define the role of each member • Is everyone involved in the whole process or will they take on various responsibilities (i.e. recruitment, application & position development, app review, interview)? • Note – all members should be involved in the voting decision

24. Create an Action Plan Write out position descriptions and duties Remember to be Up front about ALL details and requirements Could have one main description for all directors or specific roles Know the requirements per your bylaws with regards to voting or appointing leaders to various positions Create an application or review your current one to be sure it allows you to assess the candidate against each major duty or requirement Need to be sure you can assess if the person pairs well with the position and determine if their goals and mission is aligned with your affiliate’s Make the application available Set deadlines for the application, vetting process, interviews, and final decisions (again with attention to restrictions of your bylaws)

25. Would YOU want to be a part of this organization if asked? Don’t expect the recruits to “fix” everything! Recruit with a Purpose Where do you need help? What characteristics and skillset are you looking for? Have the position description & application ready to go at all times! Set the “demands” – no MOLDING!

26. Now…to begin the hunt Recruiting people is easier than you think – it’s recruiting the right people that can be difficult, so it is important to structure your efforts accordingly.

27. Brain Dump Key players in affiliate generate a list of potential board members – are there people already active in your affiliate you feel could help fulfill the needs of your leadership team?? THINK: volunteers, donors, gov’t officials, community foundations, non profit advisory & gov’t boards, corporate giving and board programs, non-profit networks, etc.

28. Make a list of all other major organizations and non-profits in your community that have a similar mission as NAMI Get together with leaders of these organizations and see about potential partnerships Is there a conflict of interest if people serve on both boards? Could you recommend retiring board members to each other once their term is expired? Note - this relationship may develop in a variety of ways and even if it doesn’t bring board members, may open the door to some great opportunities to partner or work in conjunction with these organizations

29. Connect with Youth

32. Post an ad or flyer in local areas including the market, coffee shops, library, meetings sites, newsletters and emails! BONUS - This is a great way to build a relationship with other local vendors and organizations!

33. Contact your local papers!

34. NAMI [Affiliate Name] is looking for a few talented and conscientious volunteer board members to lead and strengthen our programs for people with a mental illness and their families. We’re especially looking for folks with [insert any specifics or requirements]. If you can contribute your time, thoughtfulness, and leadership one evening a month, and are interested in exploring this opportunity, call [contact name] at XXX-XXX-XXXX to find out whether this volunteer opportunity is right for you. We look forward to hearing from you and seeing how we can work together to better our community.” Example Newspaper Ad

35. Use Social Media

36. Start Talking Be enthusiastic, energetic, and HONEST! Talk to people individually whenever possible What to talk about? Why have you approached them ? Explain the position you are recruiting for and the responsibilities it entails How is he/she a strong fit for this position? In what ways can he/she make an impact in your affiliate? In what ways can their work with NAMI and your affiliate better them?

37. Creating the Opportunity for Discussion • Wear gear that has your logo or other information on it people can comment on or ask about! • At social gatherings, when asked about your work, take time to talk about what you do with NAMI and the importance is has in your community • Consider turning a personal event into a fundraiser: • “In lieu of gifts this year, please consider making a contribution to NAMI [affiliate name] for the work we are doing in [explain what the money would go to] or join our voice by becoming a member!”

38. Designing the Application • Decide if application will be standard or position specific • Content: • Generate questions that determines if the prospect will help to fill gaps on the board and has the capacity to commit fully to the BODs • Include questions to ascertain what about NAMI [Affiliate Name] draws them in? What makes them want to be a part of this organization, and specifically the BODs? • Are there any notable conflicts of interest? • Example: serve on a board soliciting for same grants as your affiliate • Chief executive for another organization with a similar mission

39. Decide how the application will be made available to prospects – online, print, etc.? How will they get access to it? Be sure to think about those who may not have computer access! What is the timeframe for completing the applications? How will they be vetted? By whom? What information will they need to include along with their application? What support can you offer someone who is interested in completing an application?

40. Prep Work for Interviews • Prepare a question sheet for interviews – key is consistency! • Appoint an interview team Identify any conflicts of interest that may be present • Determine what you need to know about each candidate • Set a large group meeting after interviews are complete to discuss recommendations • Determine how and by when you will notify candidates about the decision

41. Don’t be Afraid to Ask What You NEED to Know! • Can you fulfill the fiduciary and legal oversight responsibilities? • How have you already demonstrated a passion for NAMI? Other organizations like ours? • Do you fundamentally have the time to commit to this position? • Note – they need to know upfront how many meetings they will be required to attend, what expectations there are to serve on committees or be at various events, any trainings they will need to complete.

42. INTERVIEW PROCESS AND VOTING

44. Details Once Selected: • New leader signs agreement that includes: • Position description • Any position requirements: • Needs to become a member • Must attend X number of mtgs a year • Any financial giving responsible for • Length of term • …

45. Orientation • Orientation check list • Overview and history of your affiliate • Mission statement and values • Fundraising overview • Board structure and resources • Description and expectations • Communications • Board manual? Policies and Procedures at a minimum • Programs & resources available to them and community at large • Sign commitment letter • Assign to any committees • Assign a board buddy? (or think about program buddies, etc.)

46. Buddy System • Pair a new board member or facilitator with a more tenured member • Encourage them to get together socially as well as professionally • Answer questions for each other and offer different perspectives • The tenured member can serve as a resource to new members

47. Retention

48. What Ultimately Makes People Leave? • Inconvenient location • Lack of access to transportation • Group seems disorganized • Difficulty scheduling time to be involved • Feeling of being unappreciated or being taken for granted • Do not understand or align with organization’s mission or goals • Incompatibility or lack of cohesion amongst team (especially within leadership) • Do not feel welcomed • Feel overwhelmed or that the work is too strenuous • Haven’t been asked to stay • Unresolved conflicts

49. Conflict – Is It ABad Sign? • NO! Conflict can actually lead to stronger relationships and deeper trust if seen as an opportunity for growth and not as a negative.

50. However, conflict can be very stressful and uncomfortable, but it important not to avoid it as that further creates a destructive environment.