QENO Executive Directors RoundtableJanuary 28, 2010

Camilla M. Herlevich, Coastal Land Trust

Advice and counsel: Big Picture◦Fresh, varied viewpoints◦Wisdom; keep you from making mistakes

◦Objectivity◦Rein you in when needed and push you forward when needed

◦Plan for the future

Connections◦Broader, more diverse communities◦Links to persons with influence

Money◦Duty to secure adequate resources◦Make peer to peer asks◦Preserve and manage assets◦Oversee budgets and finances

Participation and Work◦Help carry out the mission◦Support the Executive Director

Ambassadorship◦Build your good reputation with their friends, family and colleagues

NOTE: you may also want things from them as individuals

Micro-management of you and/or your staff

Cliques or sub-groups Pressure to do favors for friends, family or colleagues

Lack of participation, apathy or worse

Identification, Recruitment, etc.◦Size of Board: not too big◦Be careful who you approach; committees service try-outs?

◦Before election, be clear about expectations re: attendance, travel, time, committees, contributions

◦A job description is helpful◦After election, use annual work plans, with plenty of options

Meetings◦Agenda: distinguish between action items and information items. Consider a consent agenda for latter

◦Don’t overuse Executive Committee◦Frequency of meetings-infrequent enough for staff to get things done?

◦Are items fully prepped by staff ?◦Is there at least one “big picture” discussion item at every meeting?

Communications between meetings◦Use emails out for information items that don’t need debate; e.g. requests for assistance, status reports on projects, etc.

◦Distinguish between good helpful ideas and micro-managing; protect staff by deflecting the latter

Conduct annual Board Self-Evaluation ◦Best if done by outside consultant◦Cover culture of Board, responsibilities of Board as a whole and members individually

Encourage Board Training & Seminars

Use Peer Pressure!◦Report on what the various Board members are doing; e.g. attendance grids, ambassadorship reports

◦The President or other Director, not staff, should address any problems that may arise; e.g. attendance, improper influence, lack of contribution, etc.

Consider values statements, posted at meetings

Model good behavior (no gossip, open discussions)

Allow time for Directors to get to know each other; enhance connections

Respect their time and contributions◦Actually follow their advice; take it to heart and adapt your actions to incorporate their wisdom

◦Don’t micro-manage them; accept their labor, even it’s not the way you or your staff would do things

◦Make it easy for them to help you◦Thank them often for their passion, time and commitment

Board Source◦Www.boardsource.org

Governance Matters (subscription)◦www.governancemattes.org

Philanthropy Journal◦www.philanthropyjournal.org

NC Center for Nonprofits◦www.ncnonprofits.org