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IDEC 2014 Winter Leadership Seminar presentation on Leadership and Governance.
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Leadership and Governance
IDEC European Leadership SeminarLjubljana, Slovenia
January 24-25, 2014
IRA Boar
d
Local Councils
Affiliates
Regionals State Associations
IRA Committees
Projects
ChairsBoard
Members
Committee Volunteers
What Does Good Leadership Do?
Set a defensible set of directions Influence followers/members to move in that direction
When Leadership is Most Effective
Leadership effects are usually largest where and when they are needed
most.
1) Think of someone whom you feel exemplifies good leadership
2) Identify two to three leadership characteristics that person possesses
Leadership Exercise
Ability to: listen, analyze, think clearly and creatively, work well with people individually and in a group
What it Takes to Be a Leader
Willing to prepare for and attend meetings, ask questions, take responsibility and follow through on assignments, open doors in the community and evaluate oneself
What it Takes to Be a Leader
Develop skills if you do not already possess them, such as to: cultivate and recruit board members and volunteers, read and understand financial statements, have deep, substantive knowledge of programs and services.
What it Takes to Be a Leader
Possess: honesty, sensitivity to and tolerance of differing views, a friendly, responsive, patient approach, community-building skills, personal integrity, a developed sense of values, concern for your organization’s development, a sense of humor.
What it Takes to Be a Leader
Governance Defined
“Governance is the board’s legal authority to exercise power and
authority over an organization on behalf of the community it serves.”*
* The Handbook of Nonprofit Governance, Boardsource, 2010
On Being a Leader/Serving on a Board
Why serve on a board? Self-interest Ego Altruistic
Primary Role of the Board
Implement mission and establish strategic direction
Ensure necessary resources to implement the mission
Provide fiduciary oversight
Duty of Care – stay informed and understand issues to make decisions
Duty of Loyalty – undivided allegiance to the organization when making decisions
Duty of Obedience - duty bound to be faithful to the mission and ensure compliance with the laws and relevant regulations, as well as bylaws
Ultimately, you are part of a group vested with making decisions on behalf of the organization
and accountable for those decisions.
Individual Role of Board Members
Board Member Job Description Have clear understanding of board’s
responsibility for governance of the organization
Regularly attend board and committee meetings
Serve on committees; take special assignments
Stay informed
Follow conflict of interest and confidentiality policies
Support the organization by informing others of its work
States the purpose of the organization
Defines members Defines the board and officers Defines terms and succession Provides protection for board members
Outlines specific decisions requiring vote as determined by law
Bylaws – Framework for Governance
How do they fit?
PROCEDURES
POLICIES
BYLAWS
Role of the Board Chair Ensure board members carry out roles and
responsibilities Be a contact for board issues Facilitate board meetings: promote meaningful
dialogue, give every member the opportunity to contribute
Operate according to what’s best for the organization
Ensure board members have all necessary facts and figures, pros and cons when making a decision
What Makes for Good a Board Meeting? Agenda features discussions that are
ambiguous, examine problematic situations, rather than reports and routine motions
Meetings focus on small number of issues addressed in depth
Meetings are organized around what needs to be accomplished versus how the organization is organized
There is flexibility in meeting rules
Questions that Promote Robust Dialogue
Who sees the situation differently? What are we missing? What problems might the proposed
solution create? What is the best possible outcome? What is the worst-case scenario? What is the next question we should
address?
Dynamic Board Discussions
Questions assumptions, probe feasibility, identify obstacles and opportunities
Promotes robust dialogue
Posit that great minds think differently, and discussions are enriched by multiple perspectives
Committee Structure
• Few committees of the board; use of special committees (i.e., task forces, etc.)
• Committees are structured around what needs to be accomplished versus how the organization is organized
• Committees have description and charges, are clear in their purpose, and work toward specified goals and timelines
Committee Purpose and Charge Work groups to accomplish tasks that need
to be done outside of board meetings; can be charged with developing proposals or acting on behalf of the board
Create a charge – a statement of purpose that explains role, expected outcomes, and sets due date for deliverables.
Committee structure is driven by the strategic plan
Effective Committees Have specifically stated purpose, with clear
deliverables due in a specified time period Maintain minutes and report on a schedule
to the board Are disbanded when work is done Can be convened for short-term or special
projects (task forces, ad hoc, etc.)
Exceptions: Governance/Nominating Finance
Committees in the Bylaws
Cutting-edge governance is efficient, focused and collegial The Board functions as a team Board maintains and adheres to a Code of Conduct Board entrusts committee and its members to
carry out and fulfill committee purpose Board member recruitment is deliberate and
conducted against a strategic purpose New board members are provided with orientation The board monitors and annually evaluates board
performance Committee structure is streamlined and flexible Meetings are strategic, focused, engaging,
productive
