Creating a Strong Leadership Team. Anne Reynolds, UW Center for Cooperatives 608/263-4775 email@example.com John McNamara, Union Cab 608/242-2039 ext 361 firstname.lastname@example.org. Being a co-op director is a very prestigious and responsible position.
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Anne Reynolds, UW Center for Cooperatives
John McNamara, Union Cab
608/242-2039 ext 361 email@example.com
(1) It represents stockholders or members of the business and (2) it is vested by law with the duty to reasonably conduct the affairs of the company….It represents the heart of what makes a corporation a useful and workable organization.”
“The Board of Directors of Cooperatives”
Vision: Fundamental reason the co-op is in existence; what does the co-op want to achieve?
Mission:How will the co-op achieve its vision?
1. Policies of the board:
- Conflict of interest
- Employment of board members/relatives
- Member representation
- Board ethics
- Director nomination
- Board evaluation
- Decision making
2. Policies on finance and accounting
- Risk management
- Financial reserves
- Employment of an auditor
3. Public relations
- General public
- Member relations
- Employee relations
4. General business operating policies
- Plant and office costs
- Quality control
- Personnel in contact with public
- Operational efficiency
- Pricing, discounts, etc.
1. From members to board/manager
2. From manager/board to members
Also, this annual review provides an opportunity for boards to express formal appreciation to the manager for a job well done.
Most important: Manager’s performance affects the performance of the entire cooperative — assuring successful performance is one of the board’s chief responsibilities.
Both the board and manager should have an opportunity to discuss the assessment process.
Board chair or chair of personnel committee?
Executive committee or compensation committee?
How will all board members will be involved?
Involvement of staff/employees?
(3) Distribute an assessment instrument
A letter from the chair to those participating in the assessment explaining the assessment process, that the information will be compiled in a composite summary report; individual responses will remain anonymous.
(4) Tabulate and analyze the assessment results
(5) Review the results with the manager and develop an action plan.
(6) Support the manager’s future development
Review handout -- sample assessment tools.
What potential conflicts of interest could you encounter as a director of this cooperative?
What actions should you take if you believe you may be in conflict of interest?
Basic thumb rule: Ask the question(s) that would help you explain a board action to a member. Ask questions that cannot be answered by yes or no. Questions such as: