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MODULE 12. So You Want To Be A Community Futures Chair “Chairing With Confidence”. Objectives. Understand the Chair’s role, responsibilities and relationships. Provide leadership to the Board , ensuring it operates as an efficient and effective team .
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MODULE 12 So You Want To Be A Community Futures Chair “Chairing With Confidence”
Objectives • Understand the Chair’s role, responsibilities and relationships. • Provide leadership to the Board, ensuring it operates as an efficient and effective team. • Build and maintain a strong relationship with the General Manager. • Become skilled at managing effective meetings. • Appreciate special situations that the Chair will have to finesse.
Pivotal Position of Chair • ‘Chair’ – More than just “chairing” the meetings. • Being an effective Chair involves: • time and energy • experience • vision • knowledge • leadership and interpersonal skills
ExerciseWhat Should a Prospective Chair Know Before Saying “Yes”
Principle Duties of the Board • Fiduciary Duties • Duties of Care, Skills and Diligence
Effective Governance – Board Excellence Board focuses time and energy on Board policy, guiding and directing Board The Board provides authority to the Chair Strength of team stems from strong Board/General Manager relationship The Chair gains no additional authority as a Board member Chair General Manager focuses on implementing board decisions and managing the corporation General Manager
Effective GovernanceBoard Excellence All major Board communications flow through the Chair to the General Manager and all matters of importance to the staff flow through the General Manager from the Chair.
Separation of Roles • Avoid conflict of interest • Better accountability • Objective communication • Manage risk • Effective guidance and mentoring • Focused succession
Discussion:Dangers to Avoid As Chair • What situations can a Chair get in that would impede proper Board governance?
Positive Climateand Performance Culture • Positive Climate – shared ideas, innovation, respect, encouragement, support, appreciation. • Performance Culture – Transforming individuals into a well-integrated team.
The Effective ChairOverall Activities • Facilitation and Group Process • Planning and Evaluation • Communication • Relationship Development and Management • Meeting Management • Teaching and Supporting Board Members and General Manager
Personal Qualities of a ChairDiscussion What do you think are the qualities of an effective Chair?
Attributes and Skills • Communication, tact and diplomacy • Self awareness • Impartiality • Authority and flexibility • Maturity • Group dynamic and interpersonal strength
Relationships • Board of Directors • Management and Staff • Government, Public, Partners and Other Stakeholders • Funders
Discussion: Understanding Your Region Consider how the Chair can gain up-to-date information on the member communities and the region on an on-going basis.
Leadership in Meetings • Board meetings have four purposes: • Make a decision • Solve a problem • Plan at the organizational level • Evaluate
Meeting Preparation • Prepare a proper agenda • Provide background material • Address fiduciary aspects • Provide platform for decision-making
Discussion: Nightmare Meetings List characteristics of ineffective meetings.
Effective Meetings - Characteristics • Timeframe • Participation • Agenda Management • Discussion Management • Decisions
Chairing Effective Meetings • Call the meeting to order at set time • Follow agenda • Encourage and equalize participation • Don’t get involved in debate • Manage conflicts • Clarify and rephrase points
Chairing Effective Meetings • Clarify and recap discussion • Deal firmly with disruptions, frivolous debate and senseless delaying • Keep board members on topic • Call for breaks at appropriate times • Keep the meeting on schedule
Discussion How do you deal with Chatty Kathy, Agreeable Al and Silent Sam?
Troubleshooting Meeting Challenges • Unequal Participation • Lack of participation • Dominating discussion • Two members debating • Keeping Board Members on Topic • Maintaining Control
In Camera Meetings • Are they required? • Why and when should they be held? • Who will brief the General Manager? • How are decisions formalized after the session?
Minutes • Record the decisions • Record follow-up actions and responsibility • Create a summary
Transition of the General Manager • The Exit of the General Manager • Recruiting a New General Manager • Supporting the New General Manager
Responding to Media • The Chair is the spokesperson • Establish communication protocols • Communicate procedure and responses to all Board members • Board members should support communication
Managing Conflict • Clarify issues and perceptions • Strive for understanding • Focus on reasons, not emotions • Explore alternatives • Take a break and table items if necessary • Use common sense and a sense of humor • Make decisions fairly
Relationship Challenges • Problems with Board Members • Problems between a Board Member and the General Manager
Other Challenges • Violation of In Camera and Closed Session Discussions • Split Decisions • Conflict of Interest
Discussion: Sticky Situations • Two Board members with opposing viewpoints • Two staff members with issues • Accepting a pilot project at a provincial meeting
Summary “The quality of leadership, more than any other single factor, determines the success or failure of an organization.” --Fred Fiedler and Martin Chemers in Improving Leadership Effectiveness
