Terrie Temkin, Ph.D. CoreStrategies for Nonprofits, Inc

1. Four Lessons An Olympian Can Teach Us About Communicating Expectations That Raise The Bar For The Board Of Directors Terrie Temkin, Ph.D. CoreStrategies for Nonprofits, Inc Produced By: Society for Nonprofit Organizations

2. Four Observations: • We bring under-performing boards on ourselves • We have an obligation to raise the bar on leadership standards • Communication plays a significant role in our successes and failures to do that • Making relatively small changes in our own behaviors will result in dramatic change

3. We will cover: • How we sabotage the results we say we’d like from our boards • What classic psychology studies teach us about expectations • How to communicate the new height of “the bar” – a dozen plus techniques • How to communicate to people with different value systems and from diverse cultures • How to ensure accountability

4. We bring underperforming boards on ourselves: • When we believe board members won’t or can’t do the job • When nominating committees turn to the same faces • When board members resist change • When executive directors don’t want a strong board • When we succumb to the “Diet/Exercise Syndrome”

5. A few ways we communicate our lack of expectations: • By giving them insufficient information • By not encouraging their questions • By pooh poohing their ideas • By ignoring their priorities • By not giving them our full attention • By calling infrequently • By thinking only about the organization’s needs • By giving them a pass where work is required

7. “Who you are is speaking so loudly…” “…that I can't hear what you're saying.” Ralph Waldo Emerson

8. We have an obligation to: • Ask for more from our board members • Hold them accountable for achieving it • Require staff to provide an atmosphere within which the work can be done

9. Lesson #1 Don’t give in to negative perceptions

10. “Kids imitate champions. If they try to imitate Fosbury, he’ll wipe out an entire generation of high jumpers because they’ll all have broken necks.” U.S. Olympic CoachPayton Jordan

11. We need to: • Believe in the power of the board • Have a strong vision Communicate it Stay directed • Set a plan to keep our efforts focused • Practice new behaviors until they become habit

12. Lesson #2 If the status quo isn’t bringing results, challenge it!

13. “If you always do what you’ve always done… “ “…you’ll always get what you’ve always gotten”

15. The Dirty (Baker’s) Dozen 13 Conventions in the Boardroom that Communicate Low Expectations

16. The Dirty (Baker’s) Dozen:Number One Looking for“affluence and influence”

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18. The Dirty (Baker’s) Dozen: Number Two Quorums of 51%

19. The Dirty (Baker’s) Dozen: Number Three Promising board service requires little work

20. Expectations Worksheet If you want board members to meet your organization’s expectations you must be clear about what those expectations are. To help you articulate them, use this worksheet to think through those behaviors that would demonstrate the desired performance and result in the best functioning board possible. Where possible, state your expectations in measurable terms – e.g., Board members are expected to be at all board meetings. Don’t hesitate to list something out of fear that people won’t give the time or energy to follow through. People live up (or down!) to our expectations. • Commitment to the mission • Attendance • Preparation for meetings • Involvement at meetings • Planning • Fiduciary responsibility • Leadership development • Personal giving • Fund raising efforts • Advocacy • Putting the organization before personal benefit or other organizations • Involvement on committees

21. Sample Board Commitment Letter Dear___________________, Thank you for agreeing to serve on the board of _____________________. As I’m sure you know, our mission is ________________________. Our vision of the future of our agency is ____________________________________________________________________________________. We expect the following of our board members: Attendance – Our attendance policy is _________________________________. Our meetings are (List time, dates, and place) ______________. Financial commitment – We expect the following financial commitment from our members _______________________________________. Participation – Your participation in the following events is expected: (List events and the level of participation expected; for example, buy and bring a table to the dinner dance). ___________________________________________________________________________. The length of your term is __________________. We anticipate that by serving on this board you will need to devote at least _____ hours a week/month/year. All board members are asked to serve on at least ___ committee(s). As we discussed, you will be on the _____________________________ committee(s). To help with the orientation process and to welcome you, your board mentor is _______ _________________. His/her phone number is __________. Should you have any questions about being able to fulfill your duties, please call ______________________. His/her phone number is _______________. What can you expect from us? We will not waste your time. We will give you material regarding the programs and financial status of our nonprofit in a timely manner. We will not keep secrets. If there is a problem, we will let you know as soon as possible. We do /do not have directors and officer’s insurance. Please call our office if you would like a copy of the policy. Please sign the enclosed two copies. Keep one and send the other back to the office at (address) ____________________________________. Welcome aboard. We look forward to working with you to (refer back to the mission) ______________________________________________. ____________________ ________________________ Board Candidate Board Development Chair _____________________ Date Adapted from: Weisman, Carol (Ed.) (2000). Secrets of Successful Fund Raising: The Best from the Non-Profit Pros. St. Louis: F.E. Robbins & Sons.

22. The Dirty (Baker’s) Dozen: Number Four Holding reporting meetings

23. Evaluating Recommendations: A Worksheet DATE: ________________________ COMMITTEE: __________________ RECOMMENDATION:__________________________________________________ RELATIONSHIP TO THE MISSION, VISION AND VALUES: ______________________________________________________________________________________ RELATIONSHIP TO THE STRATEGIC PLAN: ___________________________________________________________________________________________________ RELATIONSHIP TO _____________________ COMMITTEE’S GOALS: ______________________________________________________________________________ COSTS ASSOCIATED WITH ADOPTING THIS RECOMMENDATION: _______________________________________________________________________________ MANPOWER NEEDS: __________________________________________________________ PRIORITY LEVEL: ___ 1(CRITICAL) ___ 2(VALUABLE) ___3(NICE ADDITION) PROS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________ CONS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________ OTHER COMMITTEES THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ____________________________________________________ STAFF MEMBERS THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ________________________________________________________ STEPS REQUIRED FOR THE IMPLEMENTATION OF THIS RECOMMENDATION? __________________________________________________________________ SENT TO ________________________ (COMMITTEES) ON_______________ (DATE) RESPONSES FROM: _______________________________________(COMMITTEE) If this recommendation requires or would benefit from any resources from your committee please explain: ______________________________________________________ If we have missed an important consideration, what is it? _____________________________________________________________________________________________ Other: ______________________________________________________________________________________________________________________________________ If you would not vote for the adoption of this recommendation as it stands now, how would you suggest changing it: ______________________________________________

24. The Dirty (Baker’s) Dozen: Number Five Having an executive committee

25. The Dirty (Baker’s) Dozen: Number Six Having only a few meetings each year

26. The Dirty (Baker’s) Dozen: Number Seven Keeping your meetings short

27. Some things a “skeptic” might say to keep the group thinking critically are: • How will this play in Peoria? • What are the costs as opposed to the benefits? • How will we get the necessary buy-in? • What could happen that would prevent us from accomplishing our objective? • Isn’t the trend away from this and toward…? • Could we get an outside opinion on this before we move forward? • I don’t understand the part about… • The way I see the elephant… • Looking at our calendar/budget/current staffing…

28. Options Grid forStrategic Decision Making

29. The Dirty (Baker’s) Dozen: Number Eight Recruiting people with a single profile

30. Building the Perfect Board:A Gap-Identification Grid

31. Creating a Recruitment Plan 1 • Determine the organization’s overall needs • Define the specific jobs that must be done to meet those needs • Define the skill sets and characteristics required to do those jobs • Specify your expectations of those you will recruit • Create job descriptions • Think about the types of people that might want to take these jobs on • Answer the question, “Why is your organization worthy of their support?”

32. Creating a Recruitment Plan 2 • Think about what you can offer people in return for their efforts • Identify where you will most likely find the people that would want to do this job (Consider any individuals currently associated with your organization that have the necessary experience, skills, or interest) • Determine how you can best connect with them • Determine how you can cultivate these individuals so that they will be responsive to your invitationConsider how you will approach “the ask” to ensure accountability

33. The Dirty (Baker’s) Dozen: Number Nine Keeping deadwood

34. The Dirty (Baker’s) Dozen: Number Ten Creating Advisory, Honorary and Emeritus Boards

35. The Dirty (Baker’s) Dozen: Number Eleven Limiting board work to the boardroom

36. The Dirty (Baker’s) Dozen: Number Twelve Failing to educate the board

37. The Dirty (Baker’s) Dozen: Number Thirteen Fearing falloutfrom follow-through

38. Lesson 3 Compare the board’s vision for itself to where it is currently and determine what has to be done to close the gap.

39. Dramatic Leap Rewrite the bylaws

40. Gradual Change Reformat your meetings

41. Gradual Change Integrating diverse board members

42. Lesson #4 Follow the prescribed diet and exercise plan, keep the vision in the forefront at all times, and follow through.

43. Remember why you wanted change in the first place • Make expectations clear • Project these expectations consistently • If people are not meeting expectations determine if it is a case of will or skill • Follow through

44. Insanity is doing the same thing over and over… …and expecting different results.

45. People who say it cannot be done …should not interrupt people who are doing it

46. Presented By: Terrie Temkin, Ph.D. CoreStrategies for Nonprofits, Inc. PO Box 630745, Miami, FL 33163 Email: TerrieTemkin@CoreStrategies4Nonprofits.com Web: www.CoreStrategies4Nonprofits.com Ph: 888-458-4351, Ext. 3 | Fax: 954-989-3442

47. Produced By: Society for Nonprofit Organizations 5820 Canton Center Rd, Ste #165, Canton, MI 48187 Email: info@snpo.org Web: www.snpo.org Ph: 734-451-3582 | Fax: 734-451-5935