board succession

The University of Wyoming is an equal opportunity/affirmative action institution.

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BOARD SUCCESSION

PLANNINGBill Taylor

Northeast Community Development Educator

UW Cooperative Extension Service

UW Community Development Education 2

REVIEW THE PURPOSE Revisit the mission statement and

objectives of the board Identify challenges, opportunities, prioritiesEvaluate degree of past success

Evaluate the position against a set of job expectations determined in the reviewAre objectives aligned with evolving

priorities and directions?Develop a realistic and current job

description, outlining expectations for the position A few definable, measurable criteria


PLANNING Evaluate organizational performance

Focus on key questions related to mission, customer values, results, implementation

Use an assessment tool that focuses on effective leadership, management, fiduciary responsibilities

Review current job profile/position description and clarify priorities Prioritize objectives – what do you need to

achieve the mission? Identify environmental conditions compared

to last search, differences in requirements, budget issues, constituent requirements


DEVELOP A JOB DESCRIPTION Specify what has to be done and what it

will take to do it Give position description to candidates

during search Describe skills and experience

necessaryAccountability to whom?Accountability for what?Attendance requirementsCommittee structure and membership

requirements


RECRUITMENT Don’t allow search committee to be

hijacked by special interest groups, whether community leaders, internal constituents, board members, or advisory members

Make role requirements clear from the beginning

Mailed invitations may not produce committed membersSeriously cultivating interest in persons who

may be vested in the process or committed to the need often produces better results


RECRUITMENT (CONT.) Use an application form

Will help gather information on interests, background, skills

If someone contacts organization and asks for application, this is excellent time to start serious communication about their interests and skillsWillingness alone does not always make the

best board member, but genuine interest should not be ignored

Take the interested party through the entire application and interview process – no shortcuts


INTERVIEWING Don’t let a shining star blind you from

checking for core competenciesSome people interview better than others –

the interview may not be a true indication of skills

Follow a formal protocolTreat every candidate equallyAsk each the same questions in the same

way


INTERVIEWING (CONT.) Don’t waste time selling the board or

positionFocus on fitWhile looking at skills, don’t forget

characteristics and attitudes Commitment, motivation, enthusiasm,

consensus building, leadership skills must reside within the organization

Use behavioral based interviewingDetermine past behavior in various

situationsUsing past behavior, predict performance in

future situations


SOME POSSIBLE INTERVIEW QUESTIONS Why are your interested in the issues

addressed by this board? Why are you interested in serving on the

board? Do you have any previous board service,

leadership, or volunteer experience? Are you presently serving on any boards?

What kinds of skills or expertise can you offer? How will the organization benefit from your

participation? How do you think we could best take advantage

of your expertise?


SOME POSSIBLE INTERVIEW QUESTIONS (CONT.) What do you expect us to do for you so

that your experience is satisfying? What kind of time and financial

commitment will you be able to make?Are you willing to serve on committees and

task forces?Can we expect you to come to board

meetings regularly?


SELECTION Don’t select on likability

Do a careful background check on all candidates

Match core competencies with real needs of the board

Know what is needed and look for it If you can’t find the ideal fit, adjust

accordingly, but do not think of the final choice as second best

If the search criteria are too narrow, the search will probably fail


ORIENTATION Spend as much time on orientation as

on the search If available, outgoing board member

may provide valuable assistance in getting new member up to speed

One or two present board members can be assigned to see that new member learns the ropes


Give performance feedback earlyBoards should do regular self-assessment of

board and individual performance Explain how decisions are really made.

Identify cultural landmines and current expectations from group to group: Board Constituents Special interest groups, etc.

ORIENTATION (CONT.)