Download - AORE Leadership University 301
Leadership University301
Holly Duckworth, CAE, CMP@hduckworth
www.leadershipsolutionsintl.com
Do I have to give up my Chaco’s?
Do I have to wear one of these?
Did I miss anything if I missed Leadership 101?
Did I miss anything if I missed Leadership 201?
Know what it takes to step onto the board and become a director/officer
Learn more about leadership rules, regulations, and governance
Succession Planning
Leadership 301 Intentions:
Our Presenter today: Holly Duckworth, CAE, CMP
2006 – 2007 MPI Chapter President 2007-2010 MPI Chapter Business
Manager 2010 Leadership Solutions
International National Speakers Association 2012 Finalist in NSA Speaking
Competition American Society of Association
Executives Certified Association Executive Author CRP Handbook ASAE Faculty
Who are you as a leader Competence Integrity Dependability Confidence Open Minded Responsibility Servant Leader Creative
Communication Patience Organization Time Mgt.
Outdoor recreation professionals as Leaders Leaders Participate
Leadership 101
Who are you as a Leader?
Tap your gavel?
Wave the magic wand
@hduckworth #AORE
What are you supposed to do as a leader
Set Direction Manage Resources Build a Team Hold people accountable
Leadership 201
@hduckworth #AORE
CareCut in small pieces
Create Solutions
Celebrate
Successful Leaders:
@hduckworth #AORE
Know what it takes to step onto the board and become a director/officer
@hduckworth #AORE
Understand Motivations of the person Learn a skill Share a skill
Member Engagement
Members mean greater impact to your vision mission
Save organization time Increase organizations revenues
Learn more about leadership rules, regulations, and governance
The Perfect Board:
@hduckworth #AORE
Questions to Ask Yourself
Am I committed to the mission of the organization?
Can I contribute the necessary time to be effective?
Am I comfortable with the approach to fundraising?
Can I place the organization’s purposed and interests above my own professional and personal interests when making Board decisions?
Responsibility of Directors
Must know and understand the mandate of the organization
Must be familiar with those whom they serve (i.e. the members)
Must be transparent in their operations Must develop appropriate policies and procedures Must avoid conflict of interest
Responsibility of Directors
Must be fiscally responsible Must implement assessment and control systems
(i.e. for finance, strategic planning) Must plan for succession and the diversity of the
Board
“Directors are required to exercise their power with competence (or skill) and diligence in the best
interests of the corporation.
They owe what is called a “fiduciary duty” to the corporation. The duty is a “fiduciary” duty
because the obligation to act in the best interests of the corporation, at its core, is an obligation of
loyalty, honesty and good faith.”
Duty of Care
Directors’ fiduciary duties can be divided into two main branches:
a) the duty of care; and,b) the duty of loyalty.
The duty of care imposes on directors a duty ofcompetence or skill – i.e., a requirement to act
with acertain level of skill; and a duty of diligence.
The dutyof skill and diligence must be performed to a
certain“standard of care”.
Duty of Loyalty
The duty of loyalty requires that a directoract honestly and in good faith in the best interests
of the corporation. Among other implications, it means that a director is not allowed to profit from
his or her office (the “no profit rule”) and must avoid all situations in which his or her duty to the Corporation conflicts with his or her interests (the
“no-conflict rule”).
Conflict of Interest
An apparent conflict of interest occurs when the answer to the following question is
"yes":
Would a reasonably informed person perceive that the performance of the director's duties and responsibilities could be influenced by their
financial or material interest?
Conflict of Interest
Occurs when: a board member diverges from the Chapter’s
professional obligations to a private interest involving actions that are determined by personal or financial gain
a board member acts in a position of authority on an issue in which they have financial or other
interests @hduckworth #AORE
Examples: Conflict of Interest
Directors could be in conflict of interest if they offer services to the chapter on whose board they serve even if the charge for these services is at or below the market value.
A board member who has check writing/signing authority is responsible for paying invoices from a relative or business partner even for legitimate services
The chair of a chapter event or the Chapter Board receives complimentary registration/hotel for an event
Executive committee is chapter nominations committee
Liability of Directors
Directors are responsible for breaches of their fiduciary duty to the corporation. They can be held personally liable for breaches of statutory provisions that
impose responsibility on them as directors.
Directors are liable for the crimes that they commit themselves, even if committed
while executing their responsibilities as a director.
Liability of Directors
Directors are usually not personally responsible for the contracts they sign on behalf of the organization
as long as they have the legal right to do so.
@hduckworth #AORE
Liability of Directors
Directors can be held personally responsible for scenarios that include unsafe venues, the
inappropriate actions of volunteers (for example, libel and slander in an organization’s
communication vehicle, such as a newsletter or website), or the inappropriate use of organizational
funds.
Liability of Directors
Directors can be held personally responsible for acting outside their authority, for example, by
signing contracts when they are not empowered to do so.
They may also be held responsible for the improper use of member record information.
@hduckworth #AORE
Role of the Board
Communicate. Listen. Seek to understand before you seek to be
understood. Speak! Don’t be afraid to be understood. Question? This leads to greater understanding and
better decisions. Make decisions based on situation not personality;
avoid all appearance of conflict of interest
@hduckworth #AORE
Role of the President
The President is the facilitator. They do not control the discussion or mandate policy. The main role is
to ask questions and listen.They are the official spokesperson for the chapter,
unless they choose to designate someone else.
@hduckworth #AORE
President
The President shall serve as chairman of both the Board of Directors and the Executive Committee. The President shall also serve as a member, ex-officio, with right to vote on all committees except the Nominating Committee.
At the Annual Meeting and at such other times, the President shall communicate to the members such matters and make such suggestions that will promote the welfare and increase the usefulness of the Chapter.
The President shall perform such other duties as or as may be prescribed by the Board of Directors.
Role of Board Members
Keep the best interests of the membership and of the organization in mind.
Support decisions once they are made. Your time for questioning is during the meetings.
Be fiscally responsible.
@hduckworth #AORE
Role of Staff
Implement the Direction Set by the Board Empowered to make financial decision as set in the
framework of the budget Knows and implements policies as set by the board Maintain and be the voice of history for the
organization gently reminding board of Polices & Bylaws to guide them in decision making
May be to take minutes and notes of meetings
Role of Staff is NOT
Micro managed decision making Question decisions made
@hduckworth #AORE
Bylaws
You have one set of Bylaws as written by AORE These are the rules by which you operate, your
“constitution”
Bylaws
Bylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities
Bylaws
Bylaws also govern: Meetings Voting
Quorum Procedure
Elections Your governance structure
Board of Directors Executive Term of office Removal of Board members
@hduckworth #AORE
Bylaws
Specific Committees Nominations Finance
Financial Operations Dissolution of the organization
Policies
The Only Reason to have a Board Meeting is:
To set/change policy or budget for the Association
Board Meetings Should: Be no longer than 1 hour in length Should be strategic in nature All “action” should be made in the form of a motion
and submitted in writing 1 week prior
The Perfect Board:
@hduckworth #AORE
An effective board of directors: ___EDUCATES____, ___________ and___________________ and _________ how to achieve the organizations
goals.
An effective board of directors: ___EDUCATES____, ___CONNECTS____
and___________________ and _________ how to
achieve the organizations goals.
An effective board of directors: EDUCATES, CONNECTS
______INSPIRES________ and _________ how to achieve the
organizations goals.
An effective board of directors: EDUCATES, CONNECTS
INSPIRES and ___DECIDES____ how to achieve the organizations goals.
9 Tips on Strategic Board Conversations
Ask the right pe0ple Put them in the right seats – clear job descriptions Show them the way with documentation – bylaws,
policies, business plans, agendas Documented vision they believe in Keep pulling them back to 30,000 feet Measurable goals (data) Share with your members/partners Show them how the logistical will get done if they are
strategic Celebrate Success
Your board should start working themselves out of a volunteer job the day you accept it
Build bench strength with committees, co-chairs, and ad hoc volunteers
Succession Planning
Why Succession Planning
Secret Millionaire
@hduckworth
What you visualize, you will actualize
What do you see today?
@hdu
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Did I miss anything if I missed Leadership 101?
Did I miss anything if I missed Leadership 201?
Know what it takes to step onto the board and become a director/officer
Learn more about leadership rules, regulations, and governance
Succession Planning
Leadership 301 Intentions:
Role of the Board of Directors
@hduckworth #AORE
@hduckworth #AORE
@hduckworth #AORE
Thank you!
Holly Duckworth, CAE, CMPwww.hollyduckworth.com
www.leadershipsolutionsintl.com
503 887 4112@hduckworth