Board Source pre-chair training

ITACC
Sharing Leadership
Kathryn Burton, CAE
The Burton Group
BoardSource Certified Governance Trainer
July 8, 2014
Hyatt Regency on Capitol Hill, Washington, DC

2014 Chairperson Leadership Training
July 8:
•Focus on Director and Chair relationship: sharing leadership
•Initial review of responsibilities
•Developing the partnership
July 9:
•Purpose of the DD Council and key elements of DD Act
•Council responsibilities and roles
•Conflict of Interest
•Tips from past Chairs
•Tips on how to be a leader to the Council
•Tips on how to navigate as a Chair
•Bringing it all together
Burton Group and BoardSource (TM) Presentation (cc):
For NACDD and Councils use only
2

Profile of Group
• Councils
• Chairs
• Directors
• Other DD Council members
• Other staff members
• Years involved with DD Council
3
Burton Group and BoardSource (TM) Presentation (cc): For
NACDD and Councils use only

Goals of Today’s Training
• Emphasize importance of the mission: central organizing
focus for Board and staff
• Cover elements of strong partnership between the Board
Chair and Executive Director
• Start the communication process to build a strong
partnership
• Initial introduction to the responsibilities of:
– Board
– Chair
– Director
4Burton Group and BoardSource (TM) Presentation (cc): For

Research on High Performing Boards
Strong partnership between Chair and
Director:
– Directly related to productive meetings and decision-
making
– Improves the Board’s response to the Director
– Enables more effective leadership:
• The Chair leads the board
• The Director leads the staff
5

Chair and Director Partnership
1. Shared passion for the mission
6

1. Shared passion for the mission
2. Good communications
– Willingness to learn about each other’s preferences
7

Learning about Each Other:
Communication Styles
• Talks easily, freely –
expressive and
gregarious
• Thinks best when
“thinking” out loud with
people, often changing
their minds as they talk
• Prefers to talk and listen
• Communication is usually
reserved until they know
and trust a person
• Thinks best alone –
shares with others when
they are clear on what
they think
• Prefers to read and write
8

Communication Methods
How do you prefer to communicate?
•Emails
•Phone
•Face to face (In person or via Skype)
Frequency of phone calls
•Regularly (example: daily at 9 am or weekly on Friday at 2 pm)
•Spontaneously
9

Content Presentation and Length
Content Presentation
•Information presented step by step with conclusions at
end?
•Summary conclusions first, then details follow?
•Facts or possibilities?
•Concrete or abstract?
•Past background or current situation or future?
Length
•Short or long conversations?
•Short or long documents?
10

• Shared passion for and focus on the mission
• Good communications
and orientations
– Agree on “rule of no surprises”

Rule of “No Surprises”
• Important for each person to keep the
other informed
• Creates trust (depending on response)
• Permits partnership to begin dealing with
issues together before getting others
involved
12

Disagreement is natural
• You are two different people with different life
experiences.
• You will disagree on some things.
• There is nothing inherently “wrong” with disagreeing.
• In fact, when there are two different opinions, often the
solution is found by exploring each.
Can you agree not to become disagreeable with each
other if you disagree?

Communications and Accountability Pact:
Make this your own!
The Director will:
•Share good and bad news immediately
•Provide time for (weekly) phone calls and (monthly) in person updates
•Alert the chair if there is an issue or information that has the slightest chance of
escalating into a risk for the Council.
The Chair will:
•Share good and bad news immediately
•Make time to work with the Director to develop the agenda for the Council meeting
•Provide honest feedback to the Director regarding his or her performance and duties
•Actively work with the Director to review trends (current or future) that need to be
addressed (in next year’s plan; next five year plan) to lead the Council in discussion and
decision-making.
•Be timely and response to requests from the Director
•From BoardSource’s book: Building the Governance Partnership
14

• Shared passion for and focus on the mission
• Good communications
and orientations
– Agree on “rule of no surprises”
– Understand differences of opinion are natural
Overtly agree that it is okay not to disagree but it’s not okay to become
disagreeable!
• Mutual support

Chair/Board Support for Director
• Be reasonably predictable regarding how you
react to and address emerging problems
• Encourage the Director to be decisive
• Stand by the Director when….
• Provide encouragement when needed
• Respond to Director’s requests for help:
– Timely
Ten Basic Responsibilities of Nonprofit Board
More details on page 23
16

Director’s Support for Board Chair
• Be reasonably predictable regarding how
you react to and address emerging
problems
• Provide encouragement when needed
IDEAS FROM THE GROUP
17

Develop Trust in Each Other’s Good
Intentions
• Shared passion helps to focus work on what’s
most important
• Consistent, good communication is basic
• Recognize trust is built over time based on:
– Your actions
– Your reliability
– Your honesty
– Your kindness
18

10 Basic Responsibilities of
Nonprofit Boards
1. Determine mission and purpose
2. Select the Executive Director
3. Support and evaluate the Executive Director
4. Ensure effective planning
5. Monitor and strengthen programs and services
6. Ensure adequate financial resources
7. Protect assets and provide proper financial oversight
8. Build a competent board
9. Ensure legal and ethical integrity
10.Enhance the organization’s public standing
From BoardSource’s book with same title

Board Duties
Related to Director
• Provide updated job description
• Ensure compensation package is appropriate
• Agree upon annual written goals for Director
– Use as basis for annual formal evaluation
• Agree on written scope of authority for Director
(see template)
• Provide honest and fair feedback on regular
basis—not just formal evaluation
• Encourage: praise goes a long way!
20

Sample: Council Chair Responsibilities
Adapted from ITACC information and BoardSource’s Board Fundamentals
• Develop partnership with Director with mission as central
• Work with Director to :
– Develop outcome-oriented agenda for Council meetings to ensure compliance
with DD Act
– Understand trends to inform Board for discussion relating to:
• updating 5-year plan,
• approving budget
• finalizing and approving year-end report for HHS Secretary
• Facilitate Council meetings
• Model good emotional intelligence
• Be a positive advocate for the Council:
– To the Governor
– The legislature
– Any public forum

What is Not Chair’s Job
– Influencing the Director to implement your personal
priorities for the Council instead of focusing on the whole
Board’s priorities
• Violating chain of command by giving assignments to
any staff member other than Executive Director
• Attending staff meetings
• Getting involved in staff personnel issues

Director’s Responsibilities
1. Commit to mission
2. Lead the staff and manage the organization
3. Exercise reasonable financial stewardship
4. Lead and manage fund development
5. Follow the highest ethical standards, ensure accountability, and
comply with the law
6. Engage the board in planning
7. Develop future leadership
8. Build external relationships and serve as an advocate
9. Ensure quality and effectiveness of programs
10. Support the board
From BoardSource’s book: Building the Governance Partnership

Governance (focus on BIG PICTURE and
ultimate results—the “what”)
Doing the right thing.
Management (focus on details and the
process—the “how”)
Doing the thing right.
24
Governance versus Administration

Basic
Chain of Command
Board
Director
Staff

Responsibilities
Director
BoardIt Depends…
Example:
•Hiring,
supervising,
evaluating and
terminating staff
Example:
• Hiring, supervising,
evaluating, and
terminating the ED
• Ensuring org.’s
financial health
• ______________
• ______________
• ______________
• ______________
• ______________
• ______________

Whose Responsibility
Is It Anyway?
• Giving direction to staff?
• Approving the Director’s travel expenses?
• Planning social events for a conference?
• Setting (staff) personnel policies?
• Hiring and managing vendors?
27Burton Group and BoardSource (TM) Presentation (cc):

What should Chair do if staff…
• Complains about Director?
• Asks you to intervene with the Director so they
get a raise?
• Complains about another Board/Council
member?
• Didn’t complete a project you think is vitally
important?

What is at risk if chain of command is
violated?
• Allows staff to manipulate Chair/Board against
the Director
• Undermines the Director’s authority
• Confuses the lines of communication
• May expose the organization to slander
• May compromise the organization’s legal
position

Govern more and manage less!
• Boards work best when they focus on
setting policy and strategy, not
administration.
• Shaping policy and overall direction is the
Board’s governance role.
30

Closing
• What would you like to be covered
tomorrow?
• What did you appreciate learning today?
31

Remember…
“ A good board is a victory,
not a gift.”
Cyril Houle, Governing Boards

ITACC
www.itacchelp.org
Sheryl Matney, smatney@nacdd.org 344-268-0245
Hillary Spears, hspears@nacdd.org 614-354-7388
For specific questions about this presentation:
Kathryn Burton, CAE
The Burton Group
burtongroup@yahoo.com
703 362-0545
Burton Group and BoardSource (TM) Presentation (cc)
For NACDD and Councils use only 33

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