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League of Chicago Theaters Board Development Presentation. MBMD Strategic Consultants LLC. December 1, 2008. an analogy. Board is to organization as ______ is to ______. Developed by Bill Ryan, research fellow at Harvard University and the co-author of Governance as Leadership.

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League of Chicago Theaters Board Development Presentation

MBMD Strategic Consultants LLC

December 1, 2008


An analogy
an analogy

Board is to organization

as ______ is to ______.

Developed by Bill Ryan, research fellow at Harvard University and the co-author of Governance as Leadership


Are there board problems

or is it a problem board??

Source: Governance as Leadership, Richard Chait, William Ryan and Barbara Taylor


Why do boards stumble or have problems
Why do boards stumble or have problems?

  • Spend too much time on the trivial

  • Short term bias

  • Take a reactive stance

  • Review and rehash

  • Leaky accountability

  • Diffuse authority or lack clarity of authority

    Source: Governance as Leadership, Richard Chait, William Ryan and Barbara Taylor


Remedies to the problems that usually are not effective or cause other problems
Remedies to the problems that usually are not effective or cause other problems

Board decides to get too involved

Board gets less involved

Watch dog

Board is a cheerleader

Source: Boards that Make a Difference, John Carver


Board and staff cause other problems

Intermingle

ends and the means

Source: Boards that Make a Difference, John Carver


Why do some boards don t govern
Why do some boards don’t govern?? cause other problems

SUPPORT AND GOVERNANCE ARE TWO DIFFERENT ACTIVITIES

Support– bring clout/networks/resources to the organization, provide special skills, act as ambassadors…….

Governance– Mission Driven, Constructive Partnerships,

Culture of Inquiry, Results oriented……(12 principles)

Source: Why Boards Don’t Govern – Jan Masako and Mike Allison


Why do some boards don t govern1
Why do some boards don’t govern?? cause other problems

LACK OF:

  • Time

  • Information

  • Satisfaction in board member role

  • Material stake in the organization

  • Understanding of nonprofit management

  • Not in the best interest of the executive staff to have an active board – just needs a rubber stamp

  • Desire to avoid conflict – not a culture of inquiry

  • Board/Staff Relationship is paradoxical

    Source: Why Boards Don’t Govern – Jan Masako and Mike Allison


CREATIVE TENSIONS cause other problems

GOVERANCE

Board of Directors

Board Committees

Executive Committee

Critical Relationship

&

Pressure Point

Creative Tensions

Executive Director/Artistic Director

Managerial Staff

Program Staff

Support Staff

IMPLEMENTATION

Volunteers

Source: Office of Minority Health Resource Center –OMHRC 2006; modified by MBMD Strategic Consultants 2008


BOARD SOURCE cause other problems

Exceptional boards add significant value. They make a discernible difference to the organization’s advance on mission.

Twelve Principles of Governance

  • Constructive Partnerships

  • Mission Driven

  • Strategic Thinking

  • Culture of Inquiry

  • Independent-Mindedness

  • Ethos of Transparency

  • Compliance with Integrity

  • Sustaining Resources

  • Results oriented

  • Intentional Board Practices

  • Continuous Learning

  • Revitalization

Source: The Source 12, Boardsource


Axelrod, N.R. (1991). cause other problemsCreating and renewing advisory boards: Strategies for Success. National Center for Nonprofit Boards.

Fitzpatrick, J.L. (1993). The board’s role in public relations and communications. National Center for Nonprofit Boards



Board recruitment strategy
Board Recruitment Strategy cause other problems

Board should develop a recruitment strategy which

includes:

  • Establish a nominating committee

  • Conduct a board assessment – what are the current skills and talents – What are the GAPS?

  • Develop a written profile of the type of members that the board is looking for based on the assessment

  • Understand why people volunteer – AND relate this to your org.

  • Develop strategies to identify potential/qualified candidates

  • Approach the potential candidates

Sources: The Volunteer Recruitment Book, Susan J. Ellis

How to Create Great Board Members, Susan Dodson

Boardsource, BoardCafe’ and numerous articles


Board recruitment strategy1
Board Recruitment Strategy cause other problems

Board should develop a recruitment strategy which

includes:

  • Establish a nominating committee

  • Conduct a board assessment – what are the current skills and talents – What are the GAPS?

  • Develop a written profile of the type of members that the board is looking for based on the assessment

  • Understand why people volunteer – AND relate this to your org.

  • Develop strategies to identify potential/qualified candidates

  • Approach the potential candidates

Sources: The Volunteer Recruitment Book, Susan J. Ellis

How to Create Great Board Members, Susan Dodson

Boardsource, BoardCafe’ and numerous articles


Source: The Foraker Group cause other problems


Board recruitment
Board Recruitment?? cause other problems


Board recruitment strategy2
Board Recruitment Strategy cause other problems

Board should develop a recruitment strategy which

includes:

  • Establish a nominating committee

  • Conduct a board assessment – what are the current skills and talents – What are the GAPS

  • Develop a written profile of the type of members that the board is looking for based on the assessment

  • Understand why people volunteer – AND relate this to your org.

  • Develop strategies to identify potential/qualified candidates

  • Approach the potential candidates

Sources: The Volunteer Recruitment Book, Susan J. Ellis

How to Create Great Board Members, Susan Dodson

Boardsource, BoardCafe, and numerous articles


Understand why people volunteer
Understand Why People Volunteer cause other problems

  • Civic duty

  • Charitable service

  • Community obligation

  • Personal interest in the organization’s cause

  • Channel creative energy

  • Gain expertise on complex issues

  • Better understand board governance through personal experience

  • Build valuable networks and relationships – connect with others

  • Grow as a leader

  • Being with others who have common goals, values and interests

  • Contribute to a higher purpose, worthy cause

  • Give back to the team or community

  • Help others

  • Friendship, support of others


Ideas to find potential candidates
Ideas to Find Potential Candidates cause other problems

  • Start with your staff/volunteers

  • Recruit from your clients

  • Conduct a One/Two Hour Recruiting Task Force

  • Target professional organizations/associations

  • Look for people mentioned prominently in newspapers

  • Reach beyond your organization and consider business leaders

  • Consider those who are new to the community and seeking opportunities for integration

  • Let the general public know/Advertise

  • Bring a prospective candidate to a meeting

  • Board member swap

  • Raid other boards

  • Issue a news release about your theater/Media coverage

  • Attend local conferences/charity events

  • Recruit professors/instructors at colleges/universities

  • Celebrity connection (honorary board member)


The pitch
The Pitch cause other problems

  • Be prepared

    • Be sure that you are the right person to extend the invitation

    • Think about how the pitch/invitation will sound to the prospective candidate

    • Have necessary materials on your organization

  • Try to size up the potential candidate in advance – make the pitch accordingly

  • Don’t make assumptions about the candidate

  • Be prepared to negotiate

  • Invite potential candidates to attend a meeting (make sure that it is a good meeting)

  • Be clear about board member roles/responsibilities

  • Don’t pressure potential candidate

  • Demystify the term “board of directors”

  • Give them alternative ways to support the organization

    • Volunteer

    • Fundraise

    • Key donor

    • Engage new audiences with the theater

  • Be honest

  • Accept “No” Graciously

  • Follow-up quickly


Positioning the organization
Positioning the organization cause other problems

  • Mission and Vision

  • Value Proposition – What is unique about your theater company that differentiates it from others?

  • How does the organization impact the community – how many people benefit from the productions, educational programs, etc.?

  • How are the organization’s results measured?

  • Media attention

  • Other offerings – what other thing is the organization doing that capture attention?

  • Develop creative materials that convey your story


Board orientation
BOARD ORIENTATION cause other problems


T cause other problemshe difference between responsible and exceptional boards lies in thoughtfulness and intentionality, action and engagement, knowledge and communicationThe Source: Twelve Principles of Governance that Power Exceptional Boards.


The Advancement Pyramid cause other problems

“Advancing the organization towards its goals requires patrons to advance toward their potential.”


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