Dani Robbins

Archive for January, 2012|Monthly archive page

Becoming a new Board President

In Non Profit Boards on January 30, 2012 at 11:10 am

Congratulations for being named Board President!  You are going to be great!  I am so honored that you turned to me for some suggestions as to your responsibilities. Thank you.

In a nutshell, your job is to lead the board by inviting participation of board members; guide evaluations of the organization, executive director and the board; facilitate communication among the board and between board and executive; delegate authority; raise funds and support resource development efforts; and maintain visibility in the community.

That is the big picture of the job. How that translates into actual work is this:

President/Chairs lead meetings by following the meeting agenda, making it critical to have an agenda. When you chair the meeting keep the conversation on point, if it veers off point, call the question, table any motion and/or send the issue back to committee for further discussion.  Do not let the board meeting became a committee meeting, but do encourage all interested parties to attend the next committee meeting to further discuss the issue. This will promote the engagement of those who are passionate about the issue, and continue the engagement of those who are not.

The Board President appoints committee chairs and holds them to account, ensures conflict of interest policies and other policies are upheld by Board members, and supervises and evaluates the Executive in concert with or on behalf of the Board. President’s chair meetings, but do not usually vote or make motions. They are allowed to do both and participate in the discussion yet most take care to not shut down conversation or insert their opinion too early.  They do steer the conversation and keep the group on task. 

The Board is responsible for governance, which includes Mission, Vision and Strategic Planning; Hiring, Supporting and Evaluating the Executive Director; acting as the Fiduciary Responsible Agent, setting Policy and Raising Money.  Everything else is done in concert with the Executive or by the Executive.

When you become Chair sit down with the Exec and map out your goals for your term, how you and the Board will be evaluating him/her and by what measurement you will gauge his/her success.  Check in on when the last time the board reviewed the mission and vision of the agency. If it’s been a few years, consider a Board retreat to revisit, revise or recommit. Please also discuss how you like to be contacted and set a plan to meet twice a month to discuss relevant issues, problems, and successes as well as progress toward your goals and/or the strategic plan.  Be prepared to take calls in between should something come up – because something always comes up. 
Board President’s have a lot of power. Use that power wisely. If you ask for something, the staff will drop whatever they are doing to get it for you.  I would hope that they will be comfortable enough with your leadership to explain the price of what they are dropping, but it is likely they won’t.  In fact, I recommend you don’t go to the staff at all and instead work through the executive director for whatever information you would like; if it is not feasible for you to go through the Exec please ask via email and cc the Exec. S/he cannot be held accountable for managing a staff that are getting directions from others, and the staff will become confused as to from whom they take direction and who’s direction takes priority.
On behalf of Execs everywhere, I ask you to please remember that the Executive is the CEO of the company, not a department head. You are the Chair of the Board, which is responsible for governance.  S/he is the leader of the agency and responsible for everything else.
I encourage you to Review Robert’s Rules of Order, and to follow the entire procedure for votes including asking: Any further discussion? All in favor?  Any opposed? Any abstentions?  Don’t leave out the last two.  In addition to alienating whatever Board members wanted to go on record for opposing or abstaining, it will make future challenges more difficult to defend. The following need votes:  Any Policy – crisis communication and management, personnel, etc. (Procedures do not need votes. Think of it like the difference between the rule and the law.); Past board meeting Minutes; Financial reports; Agency Annual Budgets; Plans – strategic, board development and/or resource development; Changes to the strategic direction of the organization; The hiring of an Executive Director; Audits; Campaigns; Opening, closing or changing the signatures on bank accounts; Changes to the mission or vision; and Board Members and Officers being added, renewed or removed.  Resignations can be noted in the minutes but do not require votes.
Please also review your agencies by-laws, also called the Code of Regulations.  All valid votes require a quorum of Board members to be in the room (or on the phone if your by-laws allow) –usually ½ of the board, but your by-laws may require more, or possibly less.  You can start a meeting without a quorum, but cannot vote until a quorum has been reached. 
Lastly, I encourage you to plan your year, structure board meetings to align with strategic goals, and to frequently remind board members of the mission of the agency.  I’ll be here if you need me.  You’re going to be great!

Welcome to 2012!

In Leadership on January 23, 2012 at 10:21 am

It’s almost the end of the first month of 2012; the year, in fact, that the Mayan calendar stops. It’s a year that I have made some different decisions about my company, solidified my plans for growth and formalized my plans for strength. What are you doing to plan for your organization and your own growth?

I just received a great quote about planning by Alan LakeinPlanning is bringing the future into the present so that you can do something about it now.” Amen! I love a good plan. Good plans lets you do what needs to be done, instead of figuring out what needs to be done.

When I was an Executive Director, there were times, usually times of crisis, that we had a plan, we followed that plan and were grateful for it! There were also times we didn’t have a plan. Those times were much more difficult and the road was a lot bumpier! (You can bet we created a plan the first chance we got to avoid the same issue happening again; Life is about making new mistakes.)

Plans make organizations work better. Here are some plans that have made me a better leader, and made the agencies I served, both as an Exec and as a consultant, stronger: crisis managements plans, strategic plans, board development plans, resource development plans and crisis communication plans.

All good plans start with answering the questions who are we, where are we, and where do we want to go? Where are you on the path to greatness for your non-profit? Where do you want to go? How are you going to get there?

While you are pondering and planning, don’t get bogged down in worrying so much about the Mayans, if they couldn’t predict the end of their civilization, they probably aren’t going to do much better in predicting the demise of ours. Happy 2012 – and happy planning!

Dani Robbins

Ps In case you missed my sponsorship spot on WBCE; I wish the non-profit you serve an intentional, strategic, and prosperous New Year!

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