1 / 13

SEIU Local 1000

SEIU Local 1000. June 2010 Board Meeting Part I Eric Douglas Leading Resources Inc. Today’s Objectives:. Discuss the traits of Boards at different stages of their evolution Talk about different Board member “hats” Discuss what happens when hats collide!

smiller
Download Presentation

SEIU Local 1000

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SEIU Local 1000 June 2010 Board Meeting Part I Eric Douglas Leading Resources Inc. www.leadingresources.com

  2. Today’s Objectives: • Discuss the traits of Boards at different stages of their evolution • Talk about different Board member “hats” • Discuss what happens when hats collide! • Give you an assignment for the weekend www.leadingresources.com

  3. The Evolution of Boards www.leadingresources.com

  4. “Doing Board” • Board members handle many tasks and responsibilities. • Board members feel invigorated, challenged, and entrepreneurial. • A small number of Board members devote countless hours of volunteer time. • They become the “core” Board. • Board meetings are typically action oriented. • There’s little time to work on the Board’s fiduciary or governance role. www.leadingresources.com

  5. “Doing Board” Positive behaviors • Board members’ sense of commitment is high • Board volunteer hours result in low expenses • High sense of personal reward and achievement for “core” Board members Negative behaviors • Board lacks attention to overall direction • Board lacks formal policies and procedures • Board lacks formal mechanism for selecting/replacing/refreshing Board members www.leadingresources.com

  6. “Transitioning Board” • Board hires staff. • The Board begins to distinguish between the role of the Board and the role of staff. • A key governance principle is established – that the Board can only make decisions as a Board; individual members lack decision-making authority. • As this new sense of discipline is taking root, Board members feel a loss of control. • Certain Board members may not make the transition successfully and may become impediments to success. www.leadingresources.com

  7. “Transitioning Board” Positive behaviors • Board members invest in hiring talented staff • Board begins developing formal policies and procedures • Board assumes oversight role • Board establishes key governance principles Negative behaviors • Board members experience conflict in role between actively running the organization and governing • Conflicts occur between Board members and between Board members and staff • Board lacks effective means to manage conflicts www.leadingresources.com

  8. “Governing Board” • Organization grows and becomes more successful. • Board defines its responsibilities with more precision. • Board: a) sets the strategic direction, b) oversees the chief executive, c) sets the budget, d) performs other fiduciary duties • The Board sets measurable objectives and targets for the organization. This helps align the organization and increases its effectiveness. • The Board focuses on monitoring performance. • Staff focuses on providing the Board good, objective performance updates. • Board members are well-trained to stay within their prescribed role. www.leadingresources.com

  9. “Governing Board” Positive behaviors • Board develops strong sense of governance focus and discipline • Board sets performance measures for organization • Board focuses on monitoring results, which causes the organization to perform at increasingly higher levels • Board continues to function actively in certain areas, i.e. fund-raising Negative behaviors • Some Board members may push the Board to act outside its prescribed jurisdiction www.leadingresources.com

  10. Questions: 1. Where is your Board in the evolutionary arc? 2. What habits does it display? www.leadingresources.com

  11. Board Member Hats Board members wear different hats: • Governance hat – I’m part of a decision-making body with specific responsibilities, e.g. the budget, the strategic plan, other important matters. 2. Local hat – I’ve got local needs and concerns, and I want our organization to address them. www.leadingresources.com

  12. Questions: • What happens if Board members are wearing different hats at the same time? 2. What habits does this Board display? www.leadingresources.com

  13. Assignment: • Observe the communication and effectiveness of your Board over the next two days. • When is the Board being effective? • When is it not effective? • Think about ways to improve communication and effectiveness • Please come prepared to share your ideas www.leadingresources.com

More Related