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AKC Parent Club Governance. J. Charles Garvin, M.D. July 22, 2007. AKC Parent Club Governance. The Role of a Parent Club Characteristics of a Successful Parent Club Leadership Requirements Conflict Management Crisis Management. 1. The Role of a Parent Club. What it is What it does

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Akc parent club governance

AKC Parent Club Governance

J. Charles Garvin, M.D.

July 22, 2007


Akc parent club governance1

AKC Parent Club Governance

  • The Role of a Parent Club

  • Characteristics of a Successful Parent Club

  • Leadership Requirements

  • Conflict Management

  • Crisis Management


1 the role of a parent club

1. The Role of a Parent Club

  • What it is

  • What it does

  • Why it is necessary


Akc statements

AKC Statements

  • National specialty clubs (also called parent clubs) represent the fanciers of a single breed.


Akc statements1

AKC Statements

Every effective dog club

  • Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport

  • Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.


Member club requirements 1949

Member Club Requirements (1949)

  • The club will consist of a representative group…who have come together because of their common interest in dogs and dog events…

  • Adequate protection of the individual against disciplinary measures


Member club requirements 19491

Member Club Requirements (1949)

  • Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members

  • Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.


Akc statements2

AKC Statements

  • National specialty clubs (also called parent clubs) represent the fanciers of a single breed.


Akc statements3

AKC Statements

Every effective dog club

  • Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport

  • Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.


Member club requirements 19492

Member Club Requirements (1949)

  • The club will consist of a representative group…who have come together because of their common interest in dogs and dog events…

  • Adequate protection of the individual against disciplinary measures


Member club requirements 19493

Member Club Requirements (1949)

  • Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members

  • Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.


2 characteristics of a successful parent club

Represents

Work Together

Bylaws

Orderly

Democratic

Common Interests

Representative

Protection

Not Arbitrarily Managed for a Few

2. Characteristics of a Successful Parent Club


Represent the fanciers of that breed

Represent the fanciers of that breed

  • Provide a voice for the fanciers

    • Ideas

    • Opinions

    • Priorities

  • Provide input to AKC

  • Essential foundation of AKC as a Club of Clubs

  • Represent AKC to the fanciers of that breed


Work together

Work Together

  • Members mutual agree to the structure and implementation of the club governance

  • Club’s power to govern derives from the consent of the governed.


Akc parent club governance

  • Governments are instituted among Men, deriving their just powers from the consent of the governed.

    • U.S. Declaration of Independence, 1776


Bylaws

Bylaws

  • A law or rule governing the internal affairs of an organization.

  • Inherent agreement of the members of the organization: the club will operate by the rules, rather than the whims of any individual, regardless of his or her title

  • Rule of Law versus Rule of Man


Bylaws1

Bylaws

The Magna Carta (1215) established the principle that no one, not even the king, is above the law.


Orderly

Orderly

  • Roberts Rules – Parliamentary Procedure

  • Concepts more important than details

    • A set of rules for conduct at meetings

    • Allows every member to be heard

    • Makes decisions without confusion

    • Resolves conflicts

    • Protects rights of members

      • Will of majority

      • Rights of minority


Democratic

Democratic

  • Operates as a representative democracy

    • Defined set of voters

    • Represent the broad fancy of that breed

  • Direct

    • Popular assembly

    • Membership wide ballot

  • Indirect

    • Board of Directors


Democratic1

Democratic

  • American Kennel Club

    • Board of Directors

      • Delegates

        • Member clubs

  • Parent Club

    • Board of Directors

      • Members

        • Fancy


Common interests

Common Interests

  • Conflicts are inherent in our sport

    • Bench vs. field

    • Conformation vs. performance

    • Agility vs. Obedience

    • My breed vs. your breed

    • My type vs. your type

    • My dog vs. your dog

    • My opinions vs. your opinions

    • My faction vs. your faction


Common interests1

Common Interests

  • Love of the dog

  • Value of Pure-Bred Dog

  • Special love for the particular breed

  • Willingness to invest – to work for the benefit of that breed

    • Time, talent, energy, resources

  • Willingness to put the best interest of the breed, the sport, the club and AKC above any personal interests.


Representative

Representative

  • In order to properly represent the fanciers of the breed, the parent club must be representative of the fanciers of that breed.

  • Not excessively exclusive

    • The more exclusive and restrictive, the less democratic and less representative


Representative1

Representative

  • If there is a question of how does the fancy feel about an issue, can the club give a legitimate answer?

    • I think

    • I think they think

    • The board voted

      • IF the board is representative

    • The members voted

      • IF the membership is representative


Protection

Protection

  • Adequate protection of the individual against disciplinary measures

  • Bill of Rights

  • Due Process

    • Laws and proceedings must be FAIR

    • Rules apply to all members equally

    • According to Rule of Law (not of man)

    • Procedures previously agreed to


Protection1

Protection

  • Club Constitution and Bylaws should provide that the accused is entitled to:

    • Fair hearing

    • Impartial jurors/judges

    • Know the charges

    • Be present at the hearing

    • Be allowed to speak in own defense

    • Present witnesses

  • AKC willing and able to help


Not for a few

Not for a few…

  • Club affairs cannot be arbitrarily managed for a few against the wishes of the members

  • No monarchs, dictators, emperors, kings, czars, or equivalent

  • Appropriate checks and balances in your clubs organization.


Not for a few1

Not for a few…

  • James Surowiecki :

    “Under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them.”


Not for a few2

Not for a few…

  • The better the voting process, the more valid and reliable the result.

  • The more well informed independent minds involved in the decision, the better quality the decision

    The Wisdom of Crowds , James Surkowiecki, 2004


3 leadership requirements

3. Leadership Requirements

  • Credibility

  • Integrity

  • Delegation

  • Humility


Credibility

Credibility

  • Trustworthy

    • Tell the truth

    • Say what you mean

    • Do what you say you will do

  • Expertise

    • Know the breed

    • Know the club

    • Know the territory

  • History of Success


Credibility1

Credibility

Who would you rather have lead your club?


Credibility2

Credibility

Baghdad Bob

Walter Cronkite


Integrity

Integrity

  • Firm adherence to a code of moral values

  • Always try to do right, even in tough circumstances

  • Consistency, predictability


Integrity1

Integrity

Who would you rather have lead your club?


Integrity2

Integrity

Abe Lincoln

Enron Executives


Delegation

Delegation

  • Club Leader cannot do everything!

  • Classic management dilemma

    • How much to delegate

      • Authority

      • Autonomy

      • Accountability

  • Willingness to let others decide and act

  • Tolerance for imperfection


Delegation1

Delegation

  • Organizational Structure

  • Dalmatian Club of America

    • 950 members

    • 1 President

    • 9 Board members

    • 35 Committees and study groups

    • 130 Committee members

  • Board Liaison


Delegation2

Delegation

  • Board Liaison – each board member is assigned to 3 to 5 committees

    • Works with each committee chair

    • Reports to the President

    • Encourages timely, relevant reports

    • At board meetings, presents the reports and advocates for their committees

    • Facilitates dialog between the committees and the board


Delegation3

Delegation

Jim Collins, 2001

Studies and explains the traits of leaders who transform good organizations into great ones


Delegation4

Delegation

"We expected that good-to-great leaders would begin by setting a new vision and strategy"

"We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seat—and then they figured out where to drive it."

Jim Collins, “Good to Great” 2001


Humility

Humility

  • Importance for success

  • Rare trait in our world of competitive dog sports

  • Requires a willingness and desire to improve – both you and your club

    • Better with help of others

    • Better next year


Humility1

Humility

  • David Packard, Founder HP

    “You shouldn't gloat about anything you've done; you ought to keep going and find something better to do.”

  • Patrick Daniel, CEO Enbridge

    “I have learned through the lives of great leaders, that greatness comes from humility and being at times, self-effacing.”

    Good to Great, Jim Collins, 2001


Humility2

Humility

Who would you rather have lead your club?


Humility3

Humility

Trump

Gandhi


4 conflict management

4. Conflict Management


Conflicts are inherent in our sport

Conflicts are Inherent in our Sport


Regardless of the type of club or governance system of the club

Regardless of the type of club or governance system of the club


Conflict is always present

Conflict is Always Present

  • Not necessarily a bad thing

  • Better to embrace conflict and manage it, rather than avoid it.

    • Shows that members are engaged

    • Many other important issues can be uncovered

    • A well debated and discussed decision is

      • A better decision

      • Better accepted by the members


Many ways to manage conflicts

Many Ways to Manage Conflicts

  • My example – Dalmatian Club of America

    We have had experience in many areas of conflict:

    • Disney Effect

    • Backcross Project

    • Euthanasia Policy

    • Blue Eyes

    • Sweepstakes Elimination

    • Indoor vs. Outdoor Specialty


Goal resolution that combines the best elements from both sides

Goal: Resolution that combines the best elements from both sides

  • Prepare for conflict

  • Identify issues

  • Elicit solutions

  • Examine potential solutions

  • Organized discussions

  • Acceptable decision making process

  • Communicate the result

  • Embrace criticism


Prepare for conflict

Prepare for Conflict

  • Logical Organizational Structure

  • Establish Credibility

  • Create Culture and Atmosphere

    • Discussion is encouraged

    • Disagree without being disagreeable

    • Decisions are well defined and communicated

    • Properly processed decisions are accepted


Identify issues

Identify Issues

  • Stated Issues versus Underlying Issues

    • Frequently sub-plot beneath the surface

  • Understand the Priorities of the Parties

  • Are the presenters truly representative of those who have the concerns?

  • Get all the issues out on the table before trying to solve any one issue


Elicit solutions

Elicit Solutions

  • Complaining without a suggested solution is a definition of WHINNING

  • Ask “What is your proposed solution?”

  • Classic Brainstorming:

    Ideas are elicited without evaluation of their merit

    • Be looking to extract best elements of each proposal

    • Get all the ideas out before evaluating


Examine potential solutions

Examine Potential Solutions

  • What is the best aspect of this proposal?

  • What is the worst thing that could happen if this were adopted?

  • In what way is this considered Fair?

  • How could this proposal be improved?

  • Etc.


Organized discussions

Organized Discussions

  • Civil discussion benefits from planned approach

    • Forum – board meeting, membership meeting, discussion session, Internet

    • Format – official meeting, briefing, Q & A

    • Timing – critical judgment call

      Frequently good to let discussion play out

  • Be sure to also involve members who are neutral

  • Recognize and disclose your own biases and prejudices


Organized discussion

Organized Discussion

  • Genesis of conflict is often misunderstanding

    Literally, one side does not understand:

    • What the other side is saying

    • What they mean

    • What their priorities are

  • Your job is to make sure that what is said is understood

  • Give everyone a chance to participate


Acceptable decision making process

Acceptable Decision Making Process

  • The plan for deliberations is understood and agreeable

  • It is clear who is making the decision

    • Board of Directors

    • Membership

    • Others – committee chair, show chair, President

  • The timetable for making the decision is clear


Acceptable decision making process1

Acceptable Decision Making Process

  • The actual decision depends on the specific facts, circumstances and who makes the decision

  • The quality of the decision is frequently determined by the process

  • Ask for help when needed – other clubs, AKC

  • Compromise solutions are often best, but not always possible

    • “This time we’ll do it his way, next time your way”


Acceptable decision making process2

Acceptable Decision Making Process

  • When no solution seems possible:

    Go Back to Common Interests

    • Start with what basic things the parties CAN agree on

    • Big picture or Higher Plane

  • One principle that almost everyone agrees on, and can be used as the final arbiter:

    Majority Rules


Communicate the result

Communicate the Result

  • Let all the members know, as soon as practical:

    • What was decided

    • Why that choice was made

    • That other alternatives were given fair consideration

  • Document what happened – minutes, newsletter

    • Template for future decisions

    • Likely need to look it up in the future

  • Opportunity to thank those who participated

    • Strengthens the club for future battles


Embrace criticism

Embrace Criticism

  • Regardless of the Resolution, there will always be critics

  • Criticism is valuable to you and the club

    • Shows the person is engaged in the process

    • The critic may be right – or some component

    • Can learn from the style of the critic

    • Toughen your skin

    • Occasionally the critic makes a fool of himself


5 crisis management

5. Crisis Management

  • Be prepared for the next crisis

  • Define the issues

  • Separate facts from emotions

  • Consider many alternatives

  • Involve others

  • Decision making algorithm

  • Remember the big picture

  • Report and document


Be prepared for the next crisis

Be Prepared for the Next Crisis

  • Pre-established lines of delegation

    • A committee for every crisis

  • Know your players “on the bus”

    • Their abilities, willingness, availability

  • Your job is to know the answer to the key question:


Who ya gonna call

Who ya gonna call?


Define the issues

Define the Issues

  • Situational analysis

  • Time Frame – how much time do you really have?

  • Who will make the decision?

  • Who will take the required action?


Separate facts from emotion

Separate Facts From Emotion

  • A crisis can be an exciting adrenaline rush

  • Beware the panic of Chicken Little

  • If we don’t do anything right now, what is the worst that can happen?

  • Your job is to be cool, calm, efficient, decisive


Consider many alternatives

Consider Many Alternatives

  • Beware the tendency of the “knee jerk” reaction

    • A spinal reflex that involves no participation of the brain

  • Always time for an open mind

  • May be an opportunity to try a new approach

    • Built in excuse in case it doesn’t work


Involve others

Involve Others

  • Look for new ideas and old experiences

  • Ask for help – advisors, other clubs, AKC, Internet – PCC list

    • Remember those who feel they should be asked, even if you think their input is not valuable

  • When you explain situation to others, you can get a better understanding


Decision making algorithm

Decision Making Algorithm

  • Similar to normal procedure, but faster and more efficient

    • Usually fewer people involved

  • Decisions AND Actions

    • Fix the problem first

    • Then go back and clean up the details


Remember the big picture

Remember the Big Picture


Report and document

Report and Document

  • Use the crisis as an educational opportunity

  • Have a full report compiled

  • Report to the club membership

  • There will be another crisis

  • Your job is to have your club be better prepared for the next crisis


Summary and review

Summary and Review

  • The Role of a Parent Club

  • Characteristics of a Successful Parent Club

  • Leadership Requirements

  • Conflict Management

  • Crisis Management


Good luck and thank you

Good Luck and Thank you


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