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Planning for ProgressJudith Lindenau, CAE, RCEwww.judithlindenau.com
1. Build awareness of the similarities and differences in roles between staff and volunteer leaders
Gain a working knowledge of techniques you can use to strengthen teamwork between staff and volunteers
Understand the tools for keeping this relationship consistent from year to year
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CEO BOARD CHAIR
Has consistency and history
Familiarity with day-to-day operations
More familiarity with needs of the ‘customers’
More conversant with the organization itself
Temporary leadership Has divided attention Responsible for
leadership of the Board and key volunteers
Must evaluate the CEO
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Determine the organization's mission and purposes Select the executive staff through an appropriate process Provide ongoing support and guidance for the executive;
reviewhis/her performance
Ensure effective organizational planning Ensure adequate resources Manage resources effectively (the buck stops with them,
ultimately) Determine and monitor the organization's programs and
services Enhance the organization's public image Serve as a court of appeal Assess its own performance
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Have a strategic plan Review it annually Put mission statement
on every agenda Invest in public
statement of mission—sign, ads, website
Position the Board to continually think of the Mission
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Resource: http://www.npgoodpractice.org/Resource/ResourceFile.aspx?resourceid=8335
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Document the performance review process in your policy manual
Insist on an annual review, in writing Have review forms available for review
committee
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Long term plan Short term (one year) work plan Business Plans for every project (
www.judithlindenau.com/project_planning_marketing.pdf )
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Ensure adequate resources (fundraising, management control)
Manage resources effectively (the buck stops with them,ultimately)
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Board as ambassadors
Active presence in the public eye
Ethics Media Training Disaster Plan
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Member or Client Concerns
Staff Appeals Media
Investigations Grants and resource
decisions
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Self-Assessment for Nonprofit Governing Boards (Board Source)
The Drucker Foundation Self-Assessment Tool Process Guide, Revised Edition
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Leadership Team Player Staff Manager Business Manager Communication Skills Community Involvement Personal Ethics Impeccable Financial Management and
Control Business Development Skills
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Legal Compliance Support Hands off Management Financial Support of the Mission Participation Personal Ethics Confidentiality
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CEO Committees Volunteer Officers Board of Directors
Keep in your policy manual. Review annually!
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1. Have clearly written and approved procedures for evaluating the chief executive and in an approach that ensures strong input from the chief executive.
2. Have regular board training sessions that include overviews of the roles of board chair and chief executive.
3. When a new board chair or chief executive is brought into the organization, the two of them should meet to discuss how they can work together as a team.
4. Agendas for board meetings should be mutually developed by the board chair and chief executive
http://www.judithlindenau.com/create_agendas.pdf
5. Maintain an Operations Policy Manual, re-adopted regularly
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6. The board chair consults with the CEO when appointing chairs for various committees.
6. Have clear written guidelines about the roles of staff who provide ongoing support to board committees.
7. Rotate the board chair position every few years to ensure new and fresh perspectives in the role.
8. Develop board chairs by having vice chairs who later become board chairs.
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10. Ensure all board members are trained about the role of the board, its committees and their functions, and that the board chair has basic skills in meeting management.
11. The chief executive and board chair should never conceal information from the rest of the board. The chief executive should never conceal information from the board -- all board members have a right to any information about the organization.
12. Celebrate accomplishments, including by naming the key people involved in bringing about successes.
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1. Practice basic skills in interpersonal communications, particularly in listening and giving feedback.
2. Whenever you feel conflict, identify to yourself what it is that you're actually seeing or hearing that might be causing the conflict. This attempt helps to differentiate whether the source of the conflict is the other person's behavior or some remnant of a relationship or situation in the past.
3. If you're feeling uneasy, then say out loud what you're feeling. If you feel there's conflict or tension between you two, name it out loud. (Dead Elephant Theory)
4. Recognize that conflict is inherent in any successful relationship, particularly in a board if all members are actively meeting their responsibilities. The important thing here, again, is to name it if you think it's becoming an ongoing problem. (Abilene paradox)
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The President’s Important Skill
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Advance Packet Supporting Docs Staff
Recommendations Timed Agenda Trained meeting
facilitator (ie, Chairman of the Board)
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