Essentials in Governance Excellence

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BOARD SERVICE: ESSENTIALS IN GOVERNANCE EXCELLENCE

Emily Davis Emily Davis Consulting

January 20, 2016

TURN ON YOUR TECH

@AskEmilyD #BohemianFoundation

#governance #nonprofit

30 seconds or less

Organization & Role Question/

Challenge

A LITTLE ABOUT YOU…

QUICK POLL

How many of you are…

q Executive Directors or CEOs? q Nonprofit staff? q Serving on 1 committee? q Serving on 2 or more committees? q Interested in joining a board for the

first time? q Currently serving on 1 board? q Currently serving on 2 or more

boards?

Why do we join?

What scares

Why would

we leave?

Why do we stay?

ESSENTIALS OF BOARD LEADERSHIP

10 BASIC BOARD RESPONSIBILITIES

1)  Determine mission & purpose

2)  Select the chief executive

3)  Support & evaluate the chief executive

4)  Ensure effective planning

5)  Monitor & strengthen programs & services

6)  Ensure adequate financial resources

7)  Protect assets & provide financial oversight

8)  Build a competent board

9)  Ensure legal & ethical integrity

10) Enhance the organization’s public standing

10 CHIEF EXECUTIVE RESPONSIBILITIES

1)  Commit to the mission 2)  The lead staff & manage

organization 3)  Exercise responsible

financial stewardship 4)  Lead & manage

fundraising 5)  Follow the highest ethical

standards, ensure accountability, & comply with the law

6)  Engage the board in planning & lead implementation

7)  Develop future leadership

8)  Build external relationships & serve as an advocate

9)  Ensure the quality & effectiveness of programs

10) Support the board

BOARD ROLES & RESPONSIBILITIES

Set organizational

direction

Strategic Priorities

Objectives

Tactics

•  Process not just a document

•  Roadmap •  Input from board,

staff, stakeholders •  Narrative, resources,

implementation tools

STRATEGIC PLANNING

Set organizational

direction Provide

oversight

Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity

Generative

Fiduciary

Governance as

Leadership

Strategic

WHY are we going to do it?

HOW are we going to do it?

WHAT are we going to do?

§  Scanning your external environment

§  Comparative advantage

§  Strategic plans

§  Confronting challenges in traditions & values

§  What matters most to us? §  What does this mean to

us? §  Framing the right issue

§  Tangible §  Operations §  Legal §  Results §  Resources

§  High performing boards address all three

§  Great boards know the differences

§  Fundraising in all three

Set organizational

direction

Provide oversight

Ensure necessary resources

100% BOARD GIVING

•  Demonstrates personal commitment

•  Gives confidence to ask others

•  Encourages foundations to give

•  Creates board “ownership” •  Board is ultimately

responsible for financial stability of organization

•  Need policy

COMMITMENT TYPES

Board Giving Commitment

Open Ended

Flexible

Specific

GIVING PYRAMID

SPHERES OF INFLUENCE

New gifts

Annual donors

Midsize donors

Major donors

Planned giving

Prospecting Identification Preparation

Cultivating Build the Relationship

Engage the Donor Ask for the Gift

Stewarding Recognition Reporting Communicating Engagement

FUNDRAISING PROCESS

FUND DEVELOPMENT

Diversity is key Individuals

Membership

Special events

Foundation grants

Government grants

Corporate sponsorship

Earned income

Service clubs

FUNDRAISING CULTURE ASSESSMENT

THE DIFFERENT HATS WE WEAR…

Legal Hat Ambassador Hat

Volunteer Hat

WHAT DOES IT MEAN TO BE AN AMBASSADOR?

BOARD’S ROLE*

• Meeting & engaging with people Connector

• Illustrating the work in a compelling way Storyteller

• Making the case for the future Visionary

• Asking for specific support or involvement Closer

*Creation in Common

ENSURE BOARD & PRESIDENT ENGAGEMENT*

CEO is displacing board

GOVERNANCE AS OBSERVATION

CEO is in constructive partnership with board

GOVERNANCE AS

LEADERSHIP

CEO is going thru the motions with the board

GOVERNANCE AS

ATTENDANCE

CEO is displaced by board

GOVERNANCE AS MICROMANAGEMENT

CEO ENGAGEMENT

BOARD ENGAGEMENT

* Source: Richard Chair et. al. “Governance as Leadership”

ACTIVITY TIME!

Write “board” in the space provided if you think it is a board responsibility.

Write “staff” if you think it is a

responsibility carried out by the staff.

Write “both” if you think it is a responsibility shared by staff and board.

Board Leads

Shares values thru policies that put mission in action

Hires, supports, assesses ED

Opens funding resources in community

Oversees financial due diligence

Recruits & retains new board members

ED Leads

Develops/ Proposes policy questions

Hires, supervises, motivates staff

Develops & implements programs

Shared Leadership

Strategic plan

Fundraising plan & strategies

Evaluations

Prep board meetings

SHARED LEADERSHIP

CEO’S ROLE IN GOVERNANCE

•  Differs from org to org •  Accept that it takes time •  Requires clarity •  Recommended ex-officio •  Present strategic issues of importance •  Work closely on policy, fundraising, and public

relations •  Discuss assumptions and preferences •  Accountable to the board, board accountable to

stakeholders

RECRUITMENT

Great board member retention begins with a great recruitment process!

WHO HAS…

q  A defined recruitment process?

q  A regular recruitment cycle?

q  A governance and/or nominating committee leading the process?

q  The ED/CEO leading the process?

LEADING THE PROCESS

WHERE DO YOU FIND CANDIDATES?

NEXT GENERS

Gen Y, Millennials

Generation X

Identify

Cultivate

Recruit

Orient

Involve

Educate

Evaluate

Rotate

CELEBRATE!

EXPECTATIONS

•  Board descriptions •  Terms •  Time commitment •  Financial commitment •  Recruitment process •  Orientation •  Committee

participation •  Ongoing education •  Board activities •  Evaluation

STEP 1: TIMELINE

• Review docs & past recruitment • Design self-eval Month 1

• Conduct self-eval & demo matrix • Design application, interview questions & outreach messaging Month 2

• Add to website • Share with networks Month 3

• Schedule & conduct interviews • Invite to board meeting Month 4

• Host at board meeting • Make recommendations Month 5

• Inform candidates • Schedule orientation • Intro board buddies

Month 6

• Debrief process • Gather feedback Month 7

STEP BY STEP

Evaluation Application Expectations Outreach

Vetting Candidate Approval Wrap Up Debrief

ORIENTATION

RETENTION & ENGAGEMENT

FINDING SUCCESS

Success!

Joyful leadership

Accountability

Expectations

Art Science

PROFESSIONAL DEVELOPMENT

TrainingsAssocia,ons

Practice leadership

BOARD CULTURE

BOARD MEETINGS

AGENDA

•  Frequency •  Keep under 2 hours •  Focus on governance •  Strategic plan

priorities, goals •  Mission moments •  Recognition •  Consent agendas

FACILITATION

•  Quorum •  Attendees •  Roberta’s Rules of

Order •  Avoid

micromanagement •  Accountability •  Virtual vs. in person

FOR EVERY MEETING

•  Serve mission •  Location •  Outcomes •  Connect strategic

plan •  Agenda – out 3

days prior with add’l items

•  Honor time •  Shared

responsibilities – Minutes or notes

(action items & deadlines)

–  Facilitation •  Provide food •  Follow up

•  Concentrate on outcomes & mission

•  Step up step back •  Different perspectives &

agendas •  Behind-the-scenes prep •  Solicit feedback •  Allow space for questions •  Use imagery

FACILITATION TIPS

MEETING PREPARATION

IT’S NOT ABOUT YOU

How does this serve the mission? Does it fit our strategic goals?

What’s our capacity? What does success look like?

Keep it high level!

COMMUNICATION

“Change happens by listening and then starting a dialogue, with the people who are doing something you don’t believe is right.”

- Dr. Jane Goodall

*Conversant

CONFLICT MANAGEMENT

•  Don’t be afraid of conflict! •  What is the process for

conflict resolution? •  Don’t take it personally •  What is best for the

mission? •  How will you demonstrate

excellent leadership?

WHAT MAKES ‘EM TICK

• Always YES • Wants to help everyone & everything

• Caution!

OVER-COMMITTED

• Needs lots to stay engaged

• Don’t let them sit around

BUSY, BUSY, BUSY

• Verbal & print

• Use titles & acknowledgment

LIKES RECOGNITION

• Stays focused & on track • Great for events • May get discouraged by others’ lack of support

ORGANIZER

• Lots of ideas for improvement

• Pair with an Organizer to keep things moving

CREATIVE

*Abigail Harmon

RECOGNITION

TAKE AWAY & COMMITMENT

Emily Davis, MNM Emily Davis Consulting

(720) 515-0581 emily@emilydavisconsulting.com

emilydavisconsulting.com

Essentials in Governance Excellence

Government & Nonprofit

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