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QENO Executive Directors RoundtableJanuary 28, 2010
Camilla M. Herlevich, Coastal Land Trust
Advice and counsel: Big Picture◦Fresh, varied viewpoints◦Wisdom; keep you from making mistakes
◦Objectivity◦Rein you in when needed and push you forward when needed
◦Plan for the future
Connections◦Broader, more diverse communities◦Links to persons with influence
Money◦Duty to secure adequate resources◦Make peer to peer asks◦Preserve and manage assets◦Oversee budgets and finances
Participation and Work◦Help carry out the mission◦Support the Executive Director
Ambassadorship◦Build your good reputation with their friends, family and colleagues
NOTE: you may also want things from them as individuals
Micro-management of you and/or your staff
Cliques or sub-groups Pressure to do favors for friends, family or colleagues
Lack of participation, apathy or worse
Identification, Recruitment, etc.◦Size of Board: not too big◦Be careful who you approach; committees service try-outs?
◦Before election, be clear about expectations re: attendance, travel, time, committees, contributions
◦A job description is helpful◦After election, use annual work plans, with plenty of options
Meetings◦Agenda: distinguish between action items and information items. Consider a consent agenda for latter
◦Don’t overuse Executive Committee◦Frequency of meetings-infrequent enough for staff to get things done?
◦Are items fully prepped by staff ?◦Is there at least one “big picture” discussion item at every meeting?
Communications between meetings◦Use emails out for information items that don’t need debate; e.g. requests for assistance, status reports on projects, etc.
◦Distinguish between good helpful ideas and micro-managing; protect staff by deflecting the latter
Conduct annual Board Self-Evaluation ◦Best if done by outside consultant◦Cover culture of Board, responsibilities of Board as a whole and members individually
Encourage Board Training & Seminars
Use Peer Pressure!◦Report on what the various Board members are doing; e.g. attendance grids, ambassadorship reports
◦The President or other Director, not staff, should address any problems that may arise; e.g. attendance, improper influence, lack of contribution, etc.
Consider values statements, posted at meetings
Model good behavior (no gossip, open discussions)
Allow time for Directors to get to know each other; enhance connections
Respect their time and contributions◦Actually follow their advice; take it to heart and adapt your actions to incorporate their wisdom
◦Don’t micro-manage them; accept their labor, even it’s not the way you or your staff would do things
◦Make it easy for them to help you◦Thank them often for their passion, time and commitment
Board Source◦Www.boardsource.org
Governance Matters (subscription)◦www.governancemattes.org
Philanthropy Journal◦www.philanthropyjournal.org
NC Center for Nonprofits◦www.ncnonprofits.org