how to run effective & productive board orientations ... · how to run effective and productive...

1SNA National Leadership Conference • April 10, 2014

© Tecker International, LLC • www.tecker.com

How to Run Effective and Productive Board Orientation and Meetings

SNA National Leadership ConferenceApril 10, 2014

Created by:Leigh Wintz, FASAE, CAE, PRP Principal ConsultantTecker International, [email protected]



What We Will Cover Today

Get your ducks in a row!



Preparing the Agenda1. Know what is planned for this

meeting.2. Determine what needs to be

decided, discussed.3. Board books need background to

support decision making or informed discussion.

4. FYI items should be sent out in advance.

5. Send agenda in advance.



The Standard Order of Business1.Call to Order2.Roll Call3.Reading and Approval of Minutes4.Reports of Officers, Boards, Standing Committees

5.Special Orders6.Unfinished Business and General Orders

7. New Business



The Strategic Board Agenda:As a Powerful Tool of Change

Review and Adjustment of Strategy

Discussion of Mega Issue(s)

Policy: Public & Operational

Routine Board Business



Preparing Yourself

• Be confident.• Dress the part.• Practice saying the magic words out loud.

• Be aware of body language.

• Stay neutral to build trust.



Call to OrderThe presiding officer, after determining that a quorum is present, rises, waits or signals for quiet, and says:

The meeting will come to order.



Opening Ceremonies (optional)Please rise and remain standing for the invocation, which will be given by… and the Pledge of Allegiance to the Flag of the United States of America, which will be led by…

If all are given, the invocation, the national anthem, and the Pledge of Allegiance to flag of the United States of America are given in that order.

More common today to give an inspiration, thought for the day, review board code of conduct, guidelines for discussion.



Roll Call (if customary)

The secretary will call the roll.If it’s a small group, the secretary may merely record who is present. The purpose is to record attendance in the minutes and establish a quorum.



Timing

• Use a timed agenda.• Start on time.• End on time.• Expedite discussion by being a good facilitator.



Magic Words

• Without objection…• Next business in order…• The question is on…• (Assume a second)• Restate the motion.• Are you ready for the question?• As many as are in favor, say aye…• Since there is no further business…



Use These Words with Caution• Is there any new business?• Are there other announcements?

• We will “turn the meeting over to”

• Staying impartial means limited discussion by the chair



The Art of Presiding• Room set• Confidence• Control• Enthusiasm• Social aspects of meetings• Meaningful expenditure of time• Grooming successors• Evaluation• Make changes



BOARD ORIENTATIONWhat’s Basic for ALL Boards?



Board Fiduciary Responsibilities

• Duty of Care• Duty of Loyalty• Duty of Obedience



Duty of Care

• Be informed and ask questions.• Describes the level of competence that is expected; commonly expressed as what an ordinarily prudent person would do in a like position and under similar circumstances.

• This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.



• Coming to meetings unprepared

• Not asking questions when you don’t understand

• Going along

Duty of Care Example



Duty of Loyalty

• Show undivided allegiance to the organization’s welfare when making decisions.

• A standard of faithfulness.• A board member can never use information obtained for personal gain, but must act in the best interest of the organization.

• Board members must comply with the association’s policies regarding code of conduct and ethical behavior.



Duty of Loyalty Example• Voting for what’s good for your chapter, state• Perceived or real favors from sponsors, industry• Not knowing expected code of conduct



Duty of Obedience

• Stay faithful to the organization’s mission.• Not permitted to act in a way that is inconsistent with the central goals of the organization.

• A basis for this rule lies in the publics’ trust that the organization will manage donated funds to fulfill the organization's mission.



Duty of Obedience Example

• Dialing for Dollars• Components Taking a

Contrary Stance



Board Responsibilities

1. Set organization direction2. Ensure necessary resources3. Provide oversight




1. Set organization direction• Engage in strategic thinking and planning.• Set the organization's mission and vision for the future.

• Establish organizational values.• Approve operational plans.




2. Ensure necessary resources• Hire capable executive leadership• Ensure adequate financial resources• Promote positive public image• Ensure the presence of a capable and responsible board



3. Provide oversight• Oversee financial mgmt.• Minimize exposure to risk• Measure progress on SLRP• Evaluate the CEO and Board • Monitor programs and services• Provide legal and moral oversight




• Job description• Code of conduct• Rules for discussion• Expense reimbursement• Expectations for dress and social occasions

• Communications

Add Seasoning

The Will to Govern Well 2nd editionby

Glenn H. Tecker, Paul D. Meyer, Leigh Wintz, CAE, and Bud Crouch

Completely updated edition of a perennial bestseller, The Will to Govern Well is a treasury of enlightening, eye‐opening, and at times startling revelations that could dramatically alter the way your association operates. Discover how today’s most successful organizations thrive and overcome challenges. Content is based on in‐depth research on more than 1,000 association staff and member leaders.

Inside, you’ll find • A new chapter to help organization leadership adopt and

make real a knowledge‐based culture • A new chapter on the intelligent association that reflects

contemporary environments in which organizations operate• Key characteristics that set apart those associations that

react to change positively and quickly • The importance of developing governance systems controlled

by tomorrow’s challenges, not by yesterday’s rumors • Valuable insights that demonstrate what it means to be a

forward‐thinking organization

Deemed as CAE Authoritative Literature by an independent body, this book is ideal for those in a position to design, influence, or participate in the governance systems of associations.

To order, visit www.asaecenter.org

Updated and Revised!Available from asaecenter.org

Leigh Wintz, FASAE, CAE, PRP

Leigh Wintz, CAE is a principal consultant with Tecker International, LLC and co‐author of The Will to Govern Well, 2nd Edition.

Consulting AccomplishmentsLeigh is a skilled facilitator with an energetic style and sense of humor, Leigh has worked with clients for 20 years to: implement modern board governance techniques that empower staff to do achieve results and keep boards focused on the future and strategic

decision making; identify and overcome barriers to organizational effectiveness in governance, staffing, communications, and programs; secure support for acceptance of significant organizational change, such as restructuring, governance redesign, strategic planning outcomes, name

changes and dues increases; train volunteer and staff leaders to be more strategic in focus; linking market research to strategic planning.

Career ExperienceLeigh spent 25 years as CEO of two international women’s associations. Prior to becoming an association CEO, she was assistant administrator of a 600 bed hospital in southern Maryland and a senior manager of several different health care organizations. She maintains her license as a registered nurse and has volunteered for eight medical missions to developing countries with Operation Smile.

Her practical and real‐world advice to clients is borne out of her ongoing interaction with the ever‐changing challenges that face non‐profit and human service organizations in today's world. In addition to being a certified association executive (CAE), Leigh is a professional registered parliamentarian (PRP) who specializes in writing or revising bylaws and presiding at conventions. She is a frequent speaker and workshop facilitator on management, parliamentary pearls and perils, women's issues and international meeting planning and management.

Education and Professional InvolvementsA Fellow of the American Society of Association Executives (FASAE), she served on ASAE's board of directors for three years and in 1992 won ASAE's international management award. Active in other professional organizations, she has served on the board of directors of the Delaware Valley Society of Association Executives and the Professional Convention Management Association (PCMA) where she served as chairman of the board in 2006. She has also served on the board of directors of the General Federation of Women’s Clubs and both the National and Virginia Easter Seal Societies. Leigh is currently serving on the board of directors of the National Association of Parliamentarians.

Leigh is a graduate of George Mason University in Fairfax, VA with a bachelor’s degree in nursing and a master's degree in nursing administration.

Tecker International, LLC 301 Oxford Valley Road Suite1504B Yardley, PA 19067 www.tecker.com Voice: 215.493.8120 Fax: 215.493.8125

About Tecker InternationalTecker International, L.L.C. is an international consulting practice focused on meeting the special needs of associations managing through change. The most successful approaches to research, strategy development, thoughtful counsel, facilitation, and education are carefully integrated to help its client’s organizations solve complex problems and reach new goals.

Clients define the attributes that distinguish Tecker International within the marketplace as including:

• Insightful counsel and talented facilitation that inspires thoughtfulness, commitment, and action.• Expertise in the special dynamics and challenges of leadership in associations, non‐profit corporations, and other voluntary environments. • An unrivaled knowledge base of alternatives and insights gathered through experience with non‐profit, for profit, and public organizations.• Tools and approaches that make strategic thinking and learning both productive and enjoyable.

Glenn Tecker, Chairman and Co‐CEO, and the other nationally respected consultants in the practice, have helped leaders to successfully “move ideas” through organizations serving a wide variety of industries, professions, and causes. The collective competencies of Tecker International enable us to provide the talents, skills and expertise needed to achieve each project’s unique objectives. The technical and technological resources of our firm help our clients achieve necessary understanding and support while avoiding unnecessary expenditures of time and money.

Working in partnership, consultant and client identify desired results, roles, responsibilities, and costs. Our commitment to a collaborative approach has enabled us to assist clients to produce thinking, experience, and outcomes widely cited as practical models and successful case studies.

Some recent assignments include:• Reshaping an organization’s structure and processes to be better able to make a greater number of increasingly complex decisions more quickly with greater

confidence.• Helping member and staff leaders build and sustain a collaborative partnership and create an enabling culture which supports the organizations’ ability to act

on its most important opportunities.• Converting an organization’s traditional planning into an ongoing process for planning strategically and integrating governance, program development,

performance assessment and budgeting with that process.• Repositioning an organization for success in a more competitive environment by redefining a brand and value proposition better matched to the needs and

preferences of key audiences.• Designing processes for managing an organization’s knowledge assets that enable inventorying, cataloguing, sustaining, and accessing “content” regardless of

its original “container”.• Defining organization‐wide systems for new product and service developmentwithin compressed timelines and appropriate levels of risk.• Constructing strategic alliances or consolidations among like‐minded organizations to increase membership value, improve program quality, and obtain cost

efficiencies.• Inventing practical approaches to governance that produce better decisions and more effective partnerships between member and staff leaders.

Tecker International, LLC 301 Oxford Valley Road Suite1504B Yardley, PA 19067 215.493.8120 Fax: 215.493.8125 www.tecker.com

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