improving board performance bryan mcqueeney executive director, ride on [email protected]
TRANSCRIPT
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Improving Board Performance
Bryan McQueeney
Executive Director, Ride On
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Why do we want a board?
• Legal, effective, independent
• Complex organizations demand it.
• We can do more with a high performing board than we can without.
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Tell me about yourself
• Your role in organization
• How long involved
• Age of organization
• # of riders/budget
• # of board members
• What is your board IQ?
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Is there a disconnect between board function and organizational needs?
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How are we doing versus what do we need?
• We will examine– Board nuts & bolts– Board functions– Changing stages of life for a board– Elements of a Team – Organizational culture
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You will need:
• Vision – to know where your organization is going
• Vision – to spot troublesome patterns and behavior
• To hone the ability to break problems down into small, easy-to-win, tasks
• To Be consistent
• To Be persistent
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Board Nuts & Bolts
• Roles vs. Job Description
• Composition Matrix– Looking at diversity and skill sets
• The Orientation Manual– What are you expecting
• The Statement of Agreement– What will I do?
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How do you attract Board Members?
• Your pool of candidates
• Find a fit between what they want and what you need
• You don’t have money so use vision and inspiration
• Create an attractive mission
• Run an effective organization
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How do you attract Board Members?
• Run Great Meetings– Respect their time– Give them something meaningful to do– Give them tools and training– Give them support
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Board functions
• Governance• Set Policies &
Procedures• Financial Oversight• Resource
Development• Community
Relationship Building
• Duty of Care• Duty of Loyalty• Duty of Obedience
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Organizational Change over time
Stage of Life
• Imagine and Inspire• Found & Frame• Ground and Grow• Produce and Sustain• Review and Renew
Board Changes
• From friends to community
• From “who can I get” to “who is right”
• From doing to delegating• From informal to formal• From managing to
governing
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Elements of a Team
In the non-profit world,
vision unifies the team.
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Elements of a team
• Trust• Conflict• Commitment• Accountability• Collective Results
• Patrick Lencioni, “Overcoming the Five Dysfunctions of a Team”
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Improving Team Performance
• Building Trust: Personal History stories before a meeting
• Managing Conflict: Behavior profiles self-assessment and group discussion
• Achieving Commitment: Writing down commitment; communicating commitment to outsiders; agreement on core values.
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Improving Team Performance
• Embracing Accountability: team assessment of each individual’s strength and weakness
• Focus on Results: Clearly set out goals and measuring stick
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What’s organizational culture?
• Patterns of activity that drive behavior and lead to consequences that are either good or bad
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Examples of Organizational Culture
• Culture of programming excellence
• Culture of financial transparency
• Culture of building relationships for the long-term
• Culture of respecting roles
• Culture of accountability
• Culture of collective leadership
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Organizational Culture
• Impediments to change
• Look for key behavioral patterns that tend to repeat
• Look for structural explanations of the pattern: – how decisions are made– How information flows– What values or norms are explicit and implicit
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Organizational Culture Improvement
• Assign task to board member
• Assign staff support
• Set deadline
• Place on next agenda
• Accountability reinforced by praise/embarrassment if done/not done
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Take this away
• Identify the problem. Then look at what your role is and change.
• Vision: This is the profit motive in a non-profit. Make the most of it.
• Build Trust: Establish a culture of learning about other team members with personal stories
• Accountability: Set Easy Goals and follow-up. Who Nags?
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Take this away
• Commitment: Twice a year bring all stakeholders together to learn the course and speed
• Fundraising retreat beginning of the year
• “State of the State” at mid-year