How to Build an Exceptional Board: Recruitment, Orientation, Training and Evaluation

C Y N T H I A B . N U N N , P R E S I D E N TC E N T E R F O R N O N P R O F I T M A N A G E M E N T

T H U R S D AY, S E P T E M B E R 2 0 , 2 0 1 2 , 1 : 3 0 – 3 : 0 0 P. M .

Texas Nonprofit Summit“Building an Exceptional Board”

cnmdallas.org | Main: 214.826.3470

22

Building An Exceptional Board


3

Changing Times Findings:

Ineffective Board Oversight

Deferring to CEO; CEO setting policy and direction

Not asking for information to make decisions

Lost sight of its role as protector of organization and mission

Asleep at the wheel

Principles of Good Governance and Ethical Practice (Independent Sector ‘07) Core strengths Alignment around mission No aligned with mission, say “no “ Positioned to capture new opportunities

when timing is right Accountability and transparency Legal and public disclosure Processes and structures to inform, direct,

manage and monitor activities toward objectives


4

Finding the Right Board Members

Most individuals serving need no justification for being a member; they know perfectly well what they are doing and why they want to continue doing it.

However, Others too shy to join or need someone else to tell them why it makes sense.

(Board Source 2010)

Looking for Individuals Who…

Understand the benefits of service Know their skills are needed Have ability to affect change Want to have an impact Enjoy collaborating with interesting

people with same interests Feel good by doing good Want to give back


55

Problem Statement: How Do You Find the Right Board Members?


Focused and targeted planDedicated Governance CommitteeApplication processSerious cultivation and information sharing Willing body +Genuine interestDiverse representation

66

Problem Statement: Where Do You Find the Right Board Members?


Professional NetworksBoard CommitteesAgency VolunteersLeadership ProgramsChambers of CommerceOther Board MembersCivic, Government and Business LeadersCorporate Community Engagement Officers

7

On-Boarding Process Getting Engaged

Orientations that Work Board manuals with

useful information No overwhelming data Introduction to staff and

board leadership

Keep them informed; stimulate participation Decision Information Monitoring Information Incidental Information

A place to work Committees that matter Committees with effective

structures

Starting on the Right Foot

8

Who’s Guiding Whom? What Are They Doing?

Leading leaders The art of influence Clearly defined roles for

board leader and CEO Building consensus

Understanding the board’s role Legal & Fiduciary oversight Fundraising strategy

Problem Statement: How Do You Keep Them Engaged and Moving in the Right Direction?

9

Building Great Relationships:Nobody outside a board can ever fully understand its complexities and its involvements with its executive and staff. Inherent in its very nature are several seeming contradictions; delicate balances must constantly be achieved if it is to succeed. Boards might seem unworkable, if it were not for the fact that they are at work everywhere.-- Cyril Houle in Governing Boards: Their Nature and Nurture.

"Board members are part-time amateurs overseeing the work of full-time professionals, which, by definition, takes a certain amount of hubris."--Richard Chait

Handing Challenging People Ensure all opinions on issues are welcome Stop negative personal comments or

insinuations; steer back to issues Hold private discussion with disturbing

members and find cause for the behavior; explain effects of behavior

Give disgruntled member a meaningful assignment and expect results

If behavior continues, ask the member to resign or make the situation a full board issue and discuss removal decision


10

Measuring Impact52% of survey respondents indicated that their boards formally assess their own performance.

52% of boards engaged in self-assessment during the last 12 months

2012 BoardSource

Engage in Self Assessment Too comprehensive for every year Useful just before strategic planning or

major campaigns Great tool just after a crisis Invigorating when complacency has set in A step back from routine governance; time

to reflect on how well the board meets its responsibilities

Discovers areas for improvement; platform for setting and attaining priorities


11

Time to Move On Term Limits

Makes diversity easier Built-in balance of continuity and turnover Better rotation of committee assignments Infusion of fresh ideas and perspectives Brings awareness of changing group dynamics

Advantages: Less stagnation Less concentration of power within a small group Less intimidation of occasional new members Less tiredness, boredom and loss of commitment

Disadvantages: Loss of expertise and memory More time spent on recruitment Continue to work on group cohesiveness


Not the right reason to be a member

Objectives not in alignment

To make room for enthusiasm and the desire to learn

Not just a single collective – behavior of individuals members attributes to the board as a whole (Board Source, Herman & Renz, 2002

12

Proving it Up!

Evidence supports a positive relationship between board and organizational effectiveness (BoardSource: Herman and Renz, 2000)

Practices that result in effectiveness: Effective governance is a function of the CEOs capacity to facilitate

member’s involvement – use of skills, strengths and community connections

Success – not perfection – rests with the CEO who facilitates board operations, task assignments and involvement

Effective organizations have effective boards and effective boards use more recommended board practices


13

Building An Exceptional Board


14

Proving it Up!

Practices that result in effectiveness: There appears to be substantial evidence that more effective boards

are differentiated from less effective ones in six distinct areas of competence – Understanding and valuing institutional history and context Building the capacity for board learning Nurturing the development of the board as a cohesive group Recognizing the complexities and nuances of issues before them Respecting and guarding the integrity of the governance process Envisioning and sharing the future institutional directions


How to Build an Exceptional Board: Recruitment, Orientation, Training and Evaluation

Business

Transcript of How to Build an Exceptional Board: Recruitment, Orientation, Training and Evaluation