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The University of Wyoming is an equal opportunity/affirmative action institution.
1
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
UW Community Development Education 3
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
UW Community Development Education 4
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
UW Community Development Education 5
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
UW Community Development Education 6
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
UW Community Development Education 7
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
UW Community Development Education 8
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
UW Community Development Education 9
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?
UW Community Development Education 10
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?
UW Community Development Education 11
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
UW Community Development Education 12
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
UW Community Development Education 13
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.)