Can Someone Remind Can Someone Remind Me Why I Me Why I

Volunteered Volunteered for THIS?for THIS?

Learning Life as a Learning Life as a New Board MemberNew Board Member

oror

Copyright 2009Jo Linder-Crow, PhD

Look at Overall Look at Overall Governing StyleGoverning Style

Boards should approach their task Boards should approach their task with a style that emphasizes:with a style that emphasizes: Using the best knowledge available in Using the best knowledge available in

your membershipyour membership Outward visionOutward vision Encouragement of diversity in Encouragement of diversity in

viewpointsviewpoints Strategic leadership and planningStrategic leadership and planning Clear distinctions between Board and Clear distinctions between Board and

staff rolesstaff roles Collective decision-making and a Collective decision-making and a

proactive approachproactive approach

Staying Focused is KeyStaying Focused is Key

Regular meetingsRegular meetings Clear bylaws and policiesClear bylaws and policies Reports from committees and Reports from committees and

other groupsother groups Good communication with staff Good communication with staff

(if you’re lucky enough to have (if you’re lucky enough to have one/some)one/some)

So Now You’re the So Now You’re the President, President,

or the Chairor the Chair Dynamics changeDynamics change Responsibilities changeResponsibilities change Expectations change (yours and Expectations change (yours and

theirs)theirs)

And you experience “life on the And you experience “life on the other side other side

of the table.”of the table.”

What are the Legal What are the Legal Responsibilities of Individual Responsibilities of Individual

Board Members?Board Members? Duty of Care --A board member owes Duty of Care --A board member owes

the duty to exercise reasonable care the duty to exercise reasonable care when he or she makes a decision as when he or she makes a decision as a steward of the organization. a steward of the organization.

Duty of Loyalty--act in the best Duty of Loyalty--act in the best interests of the organization. interests of the organization.

Duty of Obedience--be faithful to the Duty of Obedience--be faithful to the organization's mission.organization's mission.

These things describe These things describe responsibleresponsible boards… boards…

What describes What describes exceptionalexceptional boards?boards?

Effective Board Teams…Effective Board Teams…

Trust each otherTrust each other Are flexibleAre flexible Demonstrate inclusivenessDemonstrate inclusiveness Institutionalize a culture of inquiry, Institutionalize a culture of inquiry,

mutual respect, and constructive mutual respect, and constructive debatedebate

Focus on what’s best for the Focus on what’s best for the organization as a wholeorganization as a whole

Maintain a sense of humorMaintain a sense of humor Trust each other (yes, I repeat…)Trust each other (yes, I repeat…)

An Exceptional An Exceptional Board Must…Board Must…

Balance its role as an oversight body with its role as

a force supporting the organization.

This requires…This requires…

thoughtfulness and intentionality knowledge and communication action and engagement

Board members who are active and engaged add lasting value to your

organization!

That is leadership that brings success!

I Want That!I Want That!

p.s. How do I get that?p.s. How do I get that?

Essential Thoughts for Essential Thoughts for Board LeadershipBoard Leadership

Appreciate the wealth of expertise on the Appreciate the wealth of expertise on the Board, and use itBoard, and use it

Learn to appreciate tradition, but don’t be Learn to appreciate tradition, but don’t be stifled by it stifled by it

Be willing to hear bad news, share it with Be willing to hear bad news, share it with your board, work on resolutions, and move your board, work on resolutions, and move onon

Remember that old news is new news to Remember that old news is new news to new Board and Committee members.new Board and Committee members.

Guide your board so that they consider the Guide your board so that they consider the big picture— think and talk about big picture— think and talk about mission, mission, guiding policies, and proceduresguiding policies, and procedures

I Know…But…I Know…But…

There’s this person who always…

So let’s talk about…

Board members who…Board members who… Dominate the conversationDominate the conversation Have little self-control and who cause Have little self-control and who cause

trouble at board meetings because they trouble at board meetings because they are unfocused, unpredictable, moody, are unfocused, unpredictable, moody, and narcissistic behaviorsand narcissistic behaviors

Throw a proverbial wet blanket on every Throw a proverbial wet blanket on every idea but does little to advance the idea but does little to advance the discussiondiscussion

Show up, but aren’t really “there”—and Show up, but aren’t really “there”—and don’t follow through on anythingdon’t follow through on anything

Really want to help "get the right Really want to help "get the right things done," but have no idea how to things done," but have no idea how to go about governing an organization.go about governing an organization.

Dangers…Dangers…

Challenges cohesiveness of the Challenges cohesiveness of the boardboard

Reduces effectiveness of the Reduces effectiveness of the boardboard

Interferes with positive Interferes with positive board/staff relationshipsboard/staff relationships

If not controlled, can lead to If not controlled, can lead to board dysfunctionboard dysfunction

How Structure Can HelpHow Structure Can Help

Dysfunction in the board can Dysfunction in the board can encourage “problem” behaviorencourage “problem” behavior

Need clarity in roles, goals, and Need clarity in roles, goals, and expectationsexpectations Role of the board, members, the Exec, Role of the board, members, the Exec,

the staff, and the volunteersthe staff, and the volunteers Expectations of the people in these Expectations of the people in these

rolesroles Goals and objectives of eachGoals and objectives of each Lines of communication between and Lines of communication between and

among all of theseamong all of these

We’ll talk about some possible reasons for these behaviors, and some strategies to use, in our discussion groups…see you in a few minutes!

Do These Strategies Do These Strategies Work?Work?

Yes they can—but it takes the Yes they can—but it takes the willingness to confront the willingness to confront the behaviorsbehaviors

Board training is critical and it Board training is critical and it needs to be ongoingneeds to be ongoing

Takes an effective Board team—Takes an effective Board team—the Chair needs supportthe Chair needs support

Full circle—back to the elements Full circle—back to the elements of an effective Board teamof an effective Board team

Effective Board Teams…Effective Board Teams… Trust each otherTrust each other Are flexibleAre flexible Demonstrate inclusivenessDemonstrate inclusiveness Institutionalize a culture of inquiry, Institutionalize a culture of inquiry,

mutual respect, and constructive mutual respect, and constructive debatedebate

Focus on what’s best for the Focus on what’s best for the organization as a wholeorganization as a whole

Maintain a sense of humorMaintain a sense of humor Trust each other (yes, this again!)Trust each other (yes, this again!)

Want to Talk?Want to Talk?I’m here to help if I can!I’m here to help if I can!

Jo Linder-Crow, PhDJo Linder-Crow, PhDExecutive Director, California Executive Director, California

Psychological AssociationPsychological Associationjlindercrow@cpapsych.orgjlindercrow@cpapsych.org