3. Leadership is the art
of getting things done thru
inspiring other people.”
Holly Duckworth, CAE, CMP
www.leadershipsolutionsintl.com
4. Technology Zone:
Twitter @hduckworth
www.Facebook/leadershipsolutionsinternational
www.leadershipsolutionsintl.com
Use this as a place to learn and grow.
#nysar @hduckworth
5. An effective board of directors:
___EDUCATES____, ___________ and
___________________ and _________
how to achieve the organizations goals.
6. An effective board of directors:
___EDUCATES____, ___CONNECTS____ and
___________________ and _________ how to
achieve the organizations goals.
7. An effective board of directors:
EDUCATES, CONNECTS
______INSPIRES________ and _________
how to achieve the organizations goals.
8. An effective board of directors:
EDUCATES, CONNECTS
INSPIRES and ___DECIDES____ how to
achieve the organizations goals.
9.
10. Is it time to panic?
Everything about our associations is
changing. You may be running the race
for relevance, or looking at your
association in unorthodox ways... but, at
the end of the day it comes down to
leading people.
18. I’m optimistic about the vision of my organization.
WE fill a tremendous void before the organization was
created
Karen Conlon, President & CEO
CA Association of Community Managers
19. I’m optimistic about
Our staff is the best we have ever have talented
Nathan Ridnouer - Specialty Equipment Marketing
Association
20. I’m optimistic about…
Changes in our industry and the changes we have made
to our governance structure
Sharron Bradley - Western Home Furnishings
Association
25. Questions to Ask
Yourself & Your Board
Am I committed to the mission of the
organization?
Can I contribute the necessary time to be effective?
Am I comfortable with the approach to
fundraising?
Can I place the organization’s purposed and
interests above my own professional and personal
interests when making Board decisions?
26. Responsibility of Directors
Must know and understand the mandate of the
organization
Must be familiar with those whom they serve (i.e. the
members)
Must be transparent in their operations
Must develop appropriate policies and procedures
Must avoid conflict of interest
27. Responsibility of Directors
Must be fiscally responsible
Must implement assessment and control systems (i.e. for
finance, strategic planning)
Must plan for succession and the diversity of the Board
28. Role of the Board
Communicate.
Listen. Seek to understand before you seek to be understood.
Speak! Don’t be afraid to be understood.
Question? This leads to greater understanding and better
decisions.
Make decisions based on situation not personality; avoid
all appearance of conflict of interest
29. Role of the President
The President is the facilitator. They do not control the
discussion or mandate policy. The main role is to ask
questions and listen.
They are the official spokesperson for the association, unless
they choose to designate someone else.
30. President
The President shall serve as chairman of both the Board of
Directors and the Executive Committee. The President shall
also serve as a member, ex-officio, with right to vote on all
committees except the Nominating Committee.
At the Annual Meeting and at such other times, the
President shall communicate to the members such matters
and make such suggestions that will promote the welfare
and increase the usefulness of the association.
The President shall perform such other duties as or as may
be prescribed by the Board of Directors.
31. Role of Board Members
Keep the best interests of the membership and of the
organization in mind.
Support decisions once they are made. Your time for
questioning is during the meetings.
Be fiscally responsible.
32. Role of Staff
Implement the Direction Set by the Board
Empowered to make financial decision as set in the
framework of the budget
Knows and implements policies as set by the board
Maintain and be the voice of history for the
organization gently reminding board of Polices &
Bylaws to guide them in decision making
May be to take minutes and notes of meetings
33. Role of Staff is NOT
Micro managed decision making
Question decisions made
34. Duty of Care
Directors’ fiduciary duties can be divided into two main
branches:
a) the duty of care; and,
b) the duty of loyalty.
The duty of care imposes on directors a duty of
competence or skill – i.e., a requirement to act with a
certain level of skill; and a duty of diligence. The duty
of skill and diligence must be performed to a certain
“standard of care”.
35. Duty of Loyalty
The duty of loyalty requires that a director
act honestly and in good faith in the best interests of the
corporation. Among other implications, it means that a
director is not allowed to profit from his or her office (the
“no profit rule”) and must avoid all situations in which his
or her duty to the Corporation conflicts with his or her
interests (the “no-conflict rule”).
36. Conflict of Interest
An apparent conflict of interest occurs when the
answer to the following question is "yes":
Would a reasonably informed person perceive that the
performance of the director's duties and responsibilities
could be influenced by their financial or material
interest?
37. Conflict of Interest
Occurs when:
a board member diverges from the associations’s
professional obligations to a private interest involving
actions that are determined by personal or financial gain
a board member acts in a position of authority on an
issue in which they have financial or other interests
38. Examples: Conflict of Interest
Directors could be in conflict of interest if they offer
services to the association on whose board they serve
even if the charge for these services is at or below the
market value.
A board member who has check writing/signing authority
is responsible for paying invoices from a relative or
business partner even for legitimate services
39. Liability of Directors
Directors are responsible for breaches of their fiduciary
duty to the corporation. They can be held personally
liable for breaches of statutory provisions that
impose responsibility on them as directors.
Directors are liable for the crimes that they commit
themselves, even if committed while executing their
responsibilities as a director.
40. Liability of Directors
Directors are usually not personally responsible for the
contracts they sign on behalf of the organization as long as
they have the legal right to do so.
41. Liability of Directors
Directors can be held personally responsible for scenarios
that include unsafe venues, the inappropriate actions of
volunteers (for example, libel and slander in an
organization’s communication vehicle, such as a newsletter
or website), or the inappropriate use of organizational
funds.
42. Liability of Directors
Directors can be held personally responsible for acting
outside their authority, for example, by signing contracts
when they are not empowered to do so.
They may also be held responsible for the improper use of
member record information.
43. Bylaws
You have one set of Bylaws as–Association Minimum
Bylaws
These are the rules by which you operate, your
“constitution”
44. Bylaws
Bylaws govern:
What you are called Where you operate
(state/province/country)
What your objectives are
Who can be a member and member responsibilities
45. Bylaws
Bylaws also govern:
Meetings
Voting
Quorum
Procedure
Elections
Your governance structure
Board of Directors
Executive
Term of office
Removal of Board members
47. The Only Reason to have a Board
Meeting is:
To set Policy for the Association
Board Meetings Should:
Be no longer than 1 hour in length
Should be strategic in nature
All “action” should be made in the form of a
motion and submitted in writing 1 week prior
57. What skills should go on my
volunteer job description?
Personal Skills Shared Board Skills
Leadership Association Experience
Strategic Thinking Diversity – reflects
membership
Communication
Global Mindset (if applicable)
Influence
Financial Expertise
Loyalty Association Experience
Business Acumen Governance
Financial Skills Strategic Planning
60. Why use Volunteers?
Greater impact to your vision mission
Save organization time
Increase organizations revenues
61. Volunteer vs. Employee
It’s more than the difference between simply a pay check and no pay check.
Are you teaching your volunteers this when they work with other
volunteers?
@hduckworth
63. How many people do we need?
How do we Recruit Volunteers?
Honest
How much time does it really take?
What times of the year are busy on this committee?
Authentic
Job Description
Specific Start Date/time
Specific End Date /time
Delegation
Let them own it
Follow Up
Appreciation
@hduckworth
67. Remember with
volunteers they have a
choice and 100’s of
other organizations
would love to have the
same people
With volunteers it is all
personal and passion
@hduckworth
68. Recruitment Ideas:
Volunteer Fair
Virtual Volunteerism
Job board
Volunteer Manager
Use of President Elect, to recruit to their team
Track skills of your members
Offer Leadership Training
Tell your own Testimonials about why and how you
volunteer (web, newsletter, in person)
73. Secrets to Retain Volunteers?
Give them ownership
Give them something meaningful to do
Demonstrate for them how what they do makes a
difference to the organization
Make it easy to volunteer
Keep task sizes manageable
Have regular committee meetings
74. 7 Tips on Successful Volunteerism
Work on a cause that means something to you
Consider sills you have to offer
Do you want to learn something new
Combine goals
Don’t over commit
Think family
I never thought of that vs. that will never work
80. CTRL+ALT+Delete:
How to Reboot Your
Organization for Success
Holly Duckworth, CAE, CMP
@hduckworth
#leadership
Leadership Solutions International
#nysar @hduckworth
#nysar @hduckworth
92. CTRL
At your
company,
is work a place
you go or a
thing you do?
Citrix’s Jessica B. attendsaameeting while checking out the surf surf
Citrix’s Jessica B. attends meeting while checking out the
contest in San Francisco, CA
contest in San Francisco.
93. Flexible and mobile work
The key to releasing control and
embracing improved productivity
94. #3
Two Best Practices = Next Practice
BETA
#leadership @hduckworth
This session wasconceptualized as waytoutilizetechnology in a new way. Youwill note the session is being broadcast via Skype – todemonstrate a new wayofdeliveringcontentto an audienceAs yourspeaker/host I inviteyoutousetechnology
2007
Leaders see the opportunity in everychallenge –My board wants me out
We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
Leadership is the best personal and profesional giftyoucangivetoyourself.Its is alsooften a road withmany twists and turnsalong the way.My leadership/volunteerismjourney
Work on your business Work in your business
Volunteering is like the dating game.Don’t sell goods you don’t have. They will find out eventualTruth in advertising
Shout ‘em out
Have you created a volunteer atmosphere that is warm and inviting?
Volunteering is the practice of people working on behalf of others or a particular cause without payment for their time and services. ...en.wikipedia.org/wiki/Volunteera worker who is hired to perform a jobwordnetweb.princeton.edu/perl/webwn
You are the ones that do this yourself with your career choicesYou are the ones who inspire others to do this with the relationships you build.
This is not a passive webinar – we want you to come play with us talk with us and build a relationship with us.So I want to know….
Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
Raise Hand PollingRaise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
Story of CTRL+ALT_ Delete Creating Success
Twitter Storm – Conversation stormWhy are you on the call?Tell me where is your organization at right now?
We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
How effective would you be if you were told you had to work in a straight jacket?
How effective would you be if you were told you had to work in a straight jacket?Don’t hold your team back
Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
Next practices are all about innovation: imagining what the future will look like; identifying the mega-opportunities that will arise; and building capabilities to capitalize on them. Apple’s Steve Jobs and Tata Motors’ Ratan Tata do just that.Most executives believe it’s tough to identify breakthrough opportunities. However, several are pretty obvious; Peter Drucker once said that the best opportunities are “visible, but not seen.” I help executives unearth opportunities by focusing them on big problems that their companies will benefit from by tackling. They must ask six questions:Is the problem widely recognized?Does it affect other industries?Are radical innovations needed to tackle the problem?Can tackling it change the industry’s economics?Will addressing this issue give us a fresh source of competitive advantage?
Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success Apple person – command Q
We’ve always done it that wayAnd yet nobody has even read the polocies to know what they were and we still operate by them.
I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success
I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success