AFP Westchester NPD 2013 Board Leadership: Defining Success Joy Hunter Chaillou

BOARDS….WORKING WITH THEM SUCCESSFULLY

Joy Hunter [email protected]

mailto:[email protected]

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Defining a successful relationship

If you want to be in a successful relationship, there are a number of things that you should do.

Love yourself - In order to have a successful relationship, you must first love yourself. It is important to have self confidence and truly be secure with yourself or you will not be secure in your relationship.

Communicate - You can't build a strong relationship if you don't know anything about the other person. It is essential to be willing to be completely open and honest and express how you feel to the other person.

Quality Time - It is important to prioritize your relationship, and make time for your loved one, even when things are hectic and busy. If you don't spend enough quality time with your board members, the relationship is bound to fail.

Friendship - Most successful, lasting relationships evolve from a close friendship.

Trust - It is essential to trust your board members, and not be suspicious of them, without trust the relationship will go nowhere.

Source: Datehookup.com

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For institutional use only. Distribution to any other audience is prohibited.

Tips & Resources: Actions to avoid

On the other hand, in order to have a successful, fulfilling relationship, there are some things that you should never do Some actions may make your board member want to run for the door and not look back.

Don't Be Clingy - have independence, you don't want to call too often, or smother the other person

Coming On Too Strong - If you are too flirty or seem to aggressive at first, chances are the relationship won't work, you need to take your time, and ease into things.

Playing Games - Games and relationships don't mix, if you play games there will be no trust in your relationship, therefore it probably won't be successful. You should have nothing to hide.

Over Texting – Texting someone a bunch of times to tell them you had a good time or your date, or sending random smiley faces can be really annoying, and should be off limits, only text important information, for example you are going to be late for your date.

Source: Datehookup.com

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DEFINING SUCCESS…DO YOU KNOW WHAT YOU WANT?

Defining Success

Financial support

Time commitment

Collaborative partners

Supportive champions

Door openers - Facilitating introductions

Provide strategic direction

Preserve the mission

Abide by state laws and protect the reputation with sound governance practices

Ultimately supporting your efforts to build content, capital, capacity and community

What else?............

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KNOW WHAT THEY WANT?

Do you know who they are and what they want?

Why did they decide to volunteer for your organization?

Is there a personal connection?

Is there passion and emotional connection to your mission and impact?

Is it for professional development?

What was the value he/she thought they could bring to the table?

Did they feel like they wanted to have an impact and implement change?

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BE STRATEGIC – DO YOU HAVE A PLAN?

Involve the Board in your planning

Board cultivation and collaboration plan

Strategic development planning

Task force work

Brainstorming

What else…………..

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BOARD MEMBER – THE JOB

Legal responsibilities

Duty of Care The duty of care describes the level of competence that is expected of a board member,

A board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.

Duty of Loyalty The duty of loyalty is a standard of faithfulness;

A board member must give undivided allegiance when making decisions affecting the organization. - never use information obtained as a member for personal gain

Must always act in the best interests of the organization.

Duty of Obedience The duty of obedience requires board members to be faithful to the organization's mission. They are not permitted to act in a way that is inconsistent with the central goals of the organization. A basis for this rule lies in the public's trust that the organization will manage donated funds to fulfill the organization's mission.

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References : Bruce R. Hopkins, Legal Responsibilities of Nonprofit Boards (BoardSource 2003)

Fiduciary responsibilities

Fiduciary duties of a Nonprofit Board Member

Protect public interest

Fulfill legal requirements

Maintain legal documents, policies, and bylaws

Maintain integrity of the organization – avoid conflicts of interest

Ensure effective leadership – – Select and evaluate the President or Executive Director – Select and recruit board members & officers

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Source: BoardSource

Strategic responsibilities

Strategic duties of a Nonprofit Board Member

Ensure that the Organization’s mission is being fulfilled

Define, re-examine and re-define the organization’s mission and purpose

Review the long- and short-term organizational strategic plan – set priorities

Approve policies and major financial commitments

Ensure periodic evaluation of the performance of each program – Evaluating whether programs, services and activities still help accomplish set goals – Asking questions – In this competitive environment, are we offering the highest quality most

effective programs and services to meet our mission related goals? – Reviewing progress and methods used for measuring success and impact

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Source: BoardSource

Financial responsibilities

Financial duties of a Nonprofit Board Member

Ensure the viability of the organization over time

Ensure adequate funding resources are available in order to sustain the organization and its programs

Oversee the financial operations through budget review

Draft and implement sound investment policies

Create policies that authorize and enforce accepted accounting procedures

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Source: BoardSource

Size matters

Age of the organization Nature and geographic scope

–Mission

–Activities Funding needs Larger boards

–Wide range of perspectives and expertise

–Can be unwieldy

–May delegate too much responsibility to committees Smaller board

–More active participation

–Can lack range of knowledge and experience needed

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Choosing members strategically

Diversity

Financial skills

– Budgeting and financial management

– Investing

Experience

– Organization’s programs

– Personnel

– Fundraising

– Public relations

– Marketing

– Governance

– Advocacy

– Leadership

Organizational skills

Passion, commitment and emotional connection!

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Other governing options for larger boards

Members with primary functions other than governance – Celebrity board members – “Society” board members – Community leaders

Bifurcated boards – Members designated as “governing” or “non-governing” – Not allowed in all states – Allowed in states that have adopted the Revised Model Nonprofit Corporation Act

Advisory boards

Executive committees

Secure legal guidance

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BOARD MEMBER – THE INDIVIDUAL, THE PROFESSIONAL, THE COMMUNITY MEMBER

Orientation and On-boarding

Setting clear expectations

Roles and Responsibilities

Term limits

Financial commitment

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Developing the relationship

Acquisition

Cultivation

Stewardship

What’s your process? ……..

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Providing them with tools and information

Have you enabled your board?

Can they articulate your case for support?

What about impact – Statements and Goals? – Can your board articulate the impact your organization has on the community?

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It’s all about passion

Why are they sitting in those seats every month?

What is the motivation for their commitment?

Have you helped your board think through articulating their personal passion statement?

Emotional connection is the key

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SUPPORTING THE CASE FOR CHANGE

Evaluation

Board self assessment

Board meeting evaluations

Board diversification exercise

Honest and open conversations Facilitated retreat or workshop

Exit interviews

One on one discussions – What is the legacy the board wants to leave? – What is their vision of the impact they can have individually and collectively? – What is the chairwoman/man’s vision

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IN STRIVING FOR SUCCESSFUL OUTCOMES, WE ONLY HAVE CONTROL OVER OUR ACTIONS AND REACTIONS…

A few last thoughts

Do not expect anyone to be responsible for your success

Make and keep clear agreements

Use communication to establish a common ground to understand different points of view

Create a mutually, collaborative agreements or plans

Approach your relationships as learning experiences

Review expectations. Try to be as clear as you can about any expectations

Be appreciative

Spend some quality time together.

Laugh!

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AFP Westchester NPD 2013 Board Leadership: Defining Success Joy Hunter Chaillou

Economy & Finance

Transcript of AFP Westchester NPD 2013 Board Leadership: Defining Success Joy Hunter Chaillou