Terrie Temkin, Ph.D. CoreStrategies for Nonprofits, Inc
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Transcript of Terrie Temkin, Ph.D. CoreStrategies for Nonprofits, Inc
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Four Lessons An Olympian Can Teach Us About Communicating Expectations That Raise The Bar For The Board Of Directors
Terrie Temkin, Ph.D.
CoreStrategies for Nonprofits, Inc
Produced By: Society for Nonprofit Organizations
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1. We bring under-performing boards on ourselves
2. We have an obligation to raise the bar on leadership standards
3. Communication plays a significant role in our successes and failures to do that
4. Making relatively small changes in our own behaviors will result in dramatic change
Four Observations:
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We will cover:
1. How we sabotage the results we say we’d like from our boards
2. What classic psychology studies teach us about expectations
3. How to communicate the new height of “the bar” – a dozen plus techniques
4. How to communicate to people with different value systems and from diverse cultures
5. How to ensure accountability
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We bring underperforming boards on ourselves:
1. When we believe board members won’t or can’t do the job
2. When nominating committees turn to the same faces
3. When board members resist change 4. When executive directors don’t want a strong
board5. When we succumb to the “Diet/Exercise
Syndrome”
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A few ways we communicate our lack of expectations:
By giving them insufficient information By not encouraging their questions By pooh poohing their ideas By ignoring their priorities By not giving them our full attention By calling infrequently By thinking only about the organization’s
needs By giving them a pass where work is required
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“Who you are is speaking
so loudly…”
Ralph WaldoEmerson
“…that I can't hear
what you're saying.”
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We have an obligation to:
Ask for more from our board members Hold them accountable for achieving it Require staff to provide an atmosphere within
which the work can be done
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Lesson #1
Don’t give in to negative perceptions
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“Kids imitate champions. If they try to
imitate Fosbury, he’ll wipe out an
entire generation of high jumpers
because they’ll all have broken necks.”
U.S. Olympic CoachPayton Jordan
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We need to:
1. Believe in the power of the board
2. Have a strong vision
Communicate it
Stay directed
3. Set a plan to keep our efforts focused
4. Practice new behaviors until they become habit
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If the status quo isn’t bringing results,
challenge it!
Lesson #2
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“If you always do what you’ve
always done… “
“…you’ll always get what
you’ve always gotten”
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13 Conventions in the Boardroom that
Communicate Low Expectations
The Dirty (Baker’s) Dozen
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The Dirty (Baker’s) Dozen:Number One
Looking for“affluence and influence”
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Thx Valux of Xach Pxrson in a Group
Xvxn though my typxwritxr is an old modxl, it works quitx wxll xxcxpt for onx of thx kxys. I havx wishxd many timxs that it workxd pxrfxctly. It is trux thxrx arx fortysix kxys that function wxll xnough, but just onx kxy not working makxs thx diffxrxncx.
Somxtimxs it sxxms to mx that our group is somxwhat likx my typxwritxr -- not all thx kxy pxoplx arx working propxrly and togxthxr. Somx pxoplx arx lxft out. Othxrs choosx to rxmain outsidx thx circlx. Still othxrs arxn’t committxd.
You may say to yoursxlf, “Wxll, hx or shx is only onx pxrson. It won’t makx much diffxrxncx if I don’t gxt that pxrson involvxd.” But, you sxx, thx group to bx xffxctivx, nxxds thx activx participation of xvxry pxrson.
So thx nxxt timx you think thx xfforts of xvxry individual arx not nxxdxd, rxmxmbxr my typwritxr and say to yoursxlf, “Xvxry pxrson is a kxy pxrson and nxxdxd vxry much!”
— Adaptxd from an unknown sourcx
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The Dirty (Baker’s) Dozen: Number Two
Quorums of 51%
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The Dirty (Baker’s) Dozen: Number Three
Promising board service requires little work
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Expectations WorksheetIf you want board members to meet your organization’s expectations you must be clear about what those expectations are. To help you articulate them, use this worksheet to think through those behaviors that would demonstrate the desired performance and result in the best functioning board possible. Where possible, state your expectations in measurable terms – e.g., Board members are expected to be at all board meetings. Don’t hesitate to list something out of fear that people won’t give the time or energy to follow through. People live up (or down!) to our expectations.
Commitment to the mission Attendance Preparation for meetings Involvement at meetings Planning Fiduciary responsibility Leadership development Personal giving Fund raising efforts Advocacy Putting the organization before personal benefit or other
organizations Involvement on committees
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Sample Board Commitment LetterDear___________________,
Thank you for agreeing to serve on the board of _____________________. As I’m sure you know, our mission is ________________________.Our vision of the future of our agency is ____________________________________________________________________________________.
We expect the following of our board members:Attendance – Our attendance policy is _________________________________. Our meetings are (List time, dates, and place) ______________. Financial commitment – We expect the following financial commitment from our members _______________________________________.Participation – Your participation in the following events is expected: (List events and the level of participation expected; for example, buy and bring a table to the dinner dance). ___________________________________________________________________________.
The length of your term is __________________.We anticipate that by serving on this board you will need to devote at least _____ hours a week/month/year. All board members are asked to serve on at least ___ committee(s). As we discussed, you will be on the _____________________________ committee(s).
To help with the orientation process and to welcome you, your board mentor is ________________________. His/her phone number is __________. Should you have any questions about being able to fulfill your duties, please call ______________________. His/her phone number is _______________.
What can you expect from us? We will not waste your time. We will give you material regarding the programs and financial status of our nonprofit in a timely manner. We will not keep secrets. If there is a problem, we will let you know as soon as possible. We do /do not have directors and officer’s insurance. Please call our office if you would like a copy of the policy.
Please sign the enclosed two copies. Keep one and send the other back to the office at (address) ____________________________________.
Welcome aboard. We look forward to working with you to (refer back to the mission) ______________________________________________.
____________________ ________________________ Board Candidate Board Development Chair_____________________ Date
Adapted from:Weisman, Carol (Ed.) (2000).
Secrets of Successful Fund Raising: The Best from the Non-Profit Pros. St. Louis: F.E. Robbins & Sons.
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The Dirty (Baker’s) Dozen: Number Four
Holding reporting meetings
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Evaluating Recommendations: A Worksheet
DATE: ________________________COMMITTEE: __________________
RECOMMENDATION:__________________________________________________
RELATIONSHIP TO THE MISSION, VISION AND VALUES: ______________________________________________________________________________________
RELATIONSHIP TO THE STRATEGIC PLAN: ___________________________________________________________________________________________________
RELATIONSHIP TO _____________________ COMMITTEE’S GOALS: ______________________________________________________________________________
COSTS ASSOCIATED WITH ADOPTING THIS RECOMMENDATION: _______________________________________________________________________________
MANPOWER NEEDS: __________________________________________________________
PRIORITY LEVEL: ___ 1(CRITICAL) ___ 2(VALUABLE) ___3(NICE ADDITION)
PROS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________
CONS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________
OTHER COMMITTEES THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ____________________________________________________
STAFF MEMBERS THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ________________________________________________________
STEPS REQUIRED FOR THE IMPLEMENTATION OF THIS RECOMMENDATION? __________________________________________________________________
SENT TO ________________________ (COMMITTEES) ON_______________ (DATE)
RESPONSES FROM: _______________________________________(COMMITTEE)
If this recommendation requires or would benefit from any resources from your committee please explain: ______________________________________________________
If we have missed an important consideration, what is it? _____________________________________________________________________________________________
Other: ______________________________________________________________________________________________________________________________________
If you would not vote for the adoption of this recommendation as it stands now, how would you suggest changing it: ______________________________________________
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The Dirty (Baker’s) Dozen: Number Five
Having an executive committee
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The Dirty (Baker’s) Dozen: Number Six
Having only a few meetings each year
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The Dirty (Baker’s) Dozen: Number Seven
Keeping your meetings short
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Some things a “skeptic” might say to keep the group thinking critically are:
How will this play in Peoria? What are the costs as opposed to the benefits? How will we get the necessary buy-in? What could happen that would prevent us from
accomplishing our objective? Isn’t the trend away from this and toward…? Could we get an outside opinion on this before we
move forward? I don’t understand the part about… The way I see the elephant… Looking at our calendar/budget/current staffing…
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Options Grid forStrategic Decision Making
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The Dirty (Baker’s) Dozen: Number Eight
Recruiting people with a single profile
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Building the Perfect Board:A Gap-Identification Grid
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Creating a Recruitment Plan 1 Determine the organization’s overall needs Define the specific jobs that must be done to meet those
needs Define the skill sets and characteristics required to do
those jobs Specify your expectations of those you will recruit Create job descriptions Think about the types of people that might want to take
these jobs on Answer the question, “Why is your organization worthy of
their support?”
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Creating a Recruitment Plan 2 Think about what you can offer people in return for their
efforts Identify where you will most likely find the people that
would want to do this job (Consider any individuals currently associated with your organization that have the necessary experience, skills, or interest)
Determine how you can best connect with them Determine how you can cultivate these individuals so that
they will be responsive to your invitationConsider how you will approach “the ask” to ensure accountability
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The Dirty (Baker’s) Dozen: Number Nine
Keeping deadwood
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The Dirty (Baker’s) Dozen: Number Ten
Creating Advisory, Honorary and Emeritus Boards
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The Dirty (Baker’s) Dozen: Number Eleven
Limiting board work to the boardroom
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The Dirty (Baker’s) Dozen: Number Twelve
Failing to educate the board
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The Dirty (Baker’s) Dozen: Number Thirteen
Fearing falloutfrom follow-through
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Compare the board’s vision for itself to where it is currently and determine what has to be
done to close the gap.
Lesson 3
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Dramatic Leap
Rewrite the bylaws
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Gradual Change
Reformat your meetings
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Gradual Change
Integrating diverse board members
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Follow the prescribed diet and exercise plan, keep the vision in the forefront at all times, and follow through.
Lesson #4
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Remember why you wanted change in the first place Make expectations clear Project these expectations consistently If people are not meeting expectations determine if it is
a case of will or skill
Follow through
Is willing to…
Is able to…
Is willing to…
Is not able to…
Is not willing to…
Is able to…
Is not willing to…
Is not able to…
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Insanity is doing the same
thing over and over…
…and expecting different results.
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People who say
it cannot be done
…should not interrupt
people who are doing it
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Presented By:
Terrie Temkin, Ph.D.
CoreStrategies for Nonprofits, Inc.
PO Box 630745, Miami, FL 33163
Email: [email protected]
Web: www.CoreStrategies4Nonprofits.com
Ph: 888-458-4351, Ext. 3 | Fax: 954-989-3442
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Produced By:
Society for Nonprofit Organizations
5820 Canton Center Rd, Ste #165, Canton, MI 48187
Email: [email protected]
Web: www.snpo.org
Ph: 734-451-3582 | Fax: 734-451-5935