Four Lessons An Olympian Can Teach Us About Communicating Expectations That Raise The Bar For The Board Of Directors

Terrie Temkin, Ph.D.

CoreStrategies for Nonprofits, Inc

Produced By: Society for Nonprofit Organizations

1. We bring under-performing boards on ourselves

2. We have an obligation to raise the bar on leadership standards

3. Communication plays a significant role in our successes and failures to do that

4. Making relatively small changes in our own behaviors will result in dramatic change

Four Observations:

We will cover:

1. How we sabotage the results we say we’d like from our boards

2. What classic psychology studies teach us about expectations

3. How to communicate the new height of “the bar” – a dozen plus techniques

4. How to communicate to people with different value systems and from diverse cultures

5. How to ensure accountability

We bring underperforming boards on ourselves:

1. When we believe board members won’t or can’t do the job

2. When nominating committees turn to the same faces

3. When board members resist change 4. When executive directors don’t want a strong

board5. When we succumb to the “Diet/Exercise

Syndrome”

A few ways we communicate our lack of expectations:

By giving them insufficient information By not encouraging their questions By pooh poohing their ideas By ignoring their priorities By not giving them our full attention By calling infrequently By thinking only about the organization’s

needs By giving them a pass where work is required

“Who you are is speaking

so loudly…”

Ralph WaldoEmerson

“…that I can't hear

what you're saying.”

We have an obligation to:

Ask for more from our board members Hold them accountable for achieving it Require staff to provide an atmosphere within

which the work can be done

Lesson #1

Don’t give in to negative perceptions

“Kids imitate champions. If they try to

imitate Fosbury, he’ll wipe out an

entire generation of high jumpers

because they’ll all have broken necks.”

U.S. Olympic CoachPayton Jordan

We need to:

1. Believe in the power of the board

2. Have a strong vision

Communicate it

Stay directed

3. Set a plan to keep our efforts focused

4. Practice new behaviors until they become habit

If the status quo isn’t bringing results,

challenge it!

Lesson #2

“If you always do what you’ve

always done… “

“…you’ll always get what

you’ve always gotten”

13 Conventions in the Boardroom that

Communicate Low Expectations

The Dirty (Baker’s) Dozen

The Dirty (Baker’s) Dozen:Number One

Looking for“affluence and influence”

Thx Valux of Xach Pxrson in a Group

Xvxn though my typxwritxr is an old modxl, it works quitx wxll xxcxpt for onx of thx kxys. I havx wishxd many timxs that it workxd pxrfxctly. It is trux thxrx arx fortysix kxys that function wxll xnough, but just onx kxy not working makxs thx diffxrxncx.

Somxtimxs it sxxms to mx that our group is somxwhat likx my typxwritxr -- not all thx kxy pxoplx arx working propxrly and togxthxr. Somx pxoplx arx lxft out. Othxrs choosx to rxmain outsidx thx circlx. Still othxrs arxn’t committxd.

You may say to yoursxlf, “Wxll, hx or shx is only onx pxrson. It won’t makx much diffxrxncx if I don’t gxt that pxrson involvxd.” But, you sxx, thx group to bx xffxctivx, nxxds thx activx participation of xvxry pxrson.

So thx nxxt timx you think thx xfforts of xvxry individual arx not nxxdxd, rxmxmbxr my typwritxr and say to yoursxlf, “Xvxry pxrson is a kxy pxrson and nxxdxd vxry much!”

— Adaptxd from an unknown sourcx

The Dirty (Baker’s) Dozen: Number Two

Quorums of 51%

The Dirty (Baker’s) Dozen: Number Three

Promising board service requires little work

Expectations WorksheetIf you want board members to meet your organization’s expectations you must be clear about what those expectations are. To help you articulate them, use this worksheet to think through those behaviors that would demonstrate the desired performance and result in the best functioning board possible. Where possible, state your expectations in measurable terms – e.g., Board members are expected to be at all board meetings. Don’t hesitate to list something out of fear that people won’t give the time or energy to follow through. People live up (or down!) to our expectations.

Commitment to the mission Attendance Preparation for meetings Involvement at meetings Planning Fiduciary responsibility Leadership development Personal giving Fund raising efforts Advocacy Putting the organization before personal benefit or other

organizations Involvement on committees

Sample Board Commitment LetterDear___________________,

Thank you for agreeing to serve on the board of _____________________. As I’m sure you know, our mission is ________________________.Our vision of the future of our agency is ____________________________________________________________________________________.

We expect the following of our board members:Attendance – Our attendance policy is _________________________________. Our meetings are (List time, dates, and place) ______________. Financial commitment – We expect the following financial commitment from our members _______________________________________.Participation – Your participation in the following events is expected: (List events and the level of participation expected; for example, buy and bring a table to the dinner dance). ___________________________________________________________________________.

The length of your term is __________________.We anticipate that by serving on this board you will need to devote at least _____ hours a week/month/year. All board members are asked to serve on at least ___ committee(s). As we discussed, you will be on the _____________________________ committee(s).

To help with the orientation process and to welcome you, your board mentor is ________________________. His/her phone number is __________. Should you have any questions about being able to fulfill your duties, please call ______________________. His/her phone number is _______________.

What can you expect from us? We will not waste your time. We will give you material regarding the programs and financial status of our nonprofit in a timely manner. We will not keep secrets. If there is a problem, we will let you know as soon as possible. We do /do not have directors and officer’s insurance. Please call our office if you would like a copy of the policy.

Please sign the enclosed two copies. Keep one and send the other back to the office at (address) ____________________________________.

Welcome aboard. We look forward to working with you to (refer back to the mission) ______________________________________________.

____________________ ________________________ Board Candidate Board Development Chair_____________________ Date

Adapted from:Weisman, Carol (Ed.) (2000).

Secrets of Successful Fund Raising: The Best from the Non-Profit Pros. St. Louis: F.E. Robbins & Sons.

The Dirty (Baker’s) Dozen: Number Four

Holding reporting meetings

Evaluating Recommendations: A Worksheet

DATE: ________________________COMMITTEE: __________________

RECOMMENDATION:__________________________________________________

RELATIONSHIP TO THE MISSION, VISION AND VALUES: ______________________________________________________________________________________

RELATIONSHIP TO THE STRATEGIC PLAN: ___________________________________________________________________________________________________

RELATIONSHIP TO _____________________ COMMITTEE’S GOALS: ______________________________________________________________________________

COSTS ASSOCIATED WITH ADOPTING THIS RECOMMENDATION: _______________________________________________________________________________

MANPOWER NEEDS: __________________________________________________________

PRIORITY LEVEL: ___ 1(CRITICAL) ___ 2(VALUABLE) ___3(NICE ADDITION)

PROS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________

CONS OF ADOPTING THIS RECOMMENDATION: ________________________________________________________________

OTHER COMMITTEES THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ____________________________________________________

STAFF MEMBERS THAT MIGHT HAVE VALUABLE INSIGHT REGARDING THIS PROPOSAL: ________________________________________________________

STEPS REQUIRED FOR THE IMPLEMENTATION OF THIS RECOMMENDATION? __________________________________________________________________

SENT TO ________________________ (COMMITTEES) ON_______________ (DATE)

RESPONSES FROM: _______________________________________(COMMITTEE)

If this recommendation requires or would benefit from any resources from your committee please explain: ______________________________________________________

If we have missed an important consideration, what is it? _____________________________________________________________________________________________

Other: ______________________________________________________________________________________________________________________________________

If you would not vote for the adoption of this recommendation as it stands now, how would you suggest changing it: ______________________________________________

The Dirty (Baker’s) Dozen: Number Five

Having an executive committee

The Dirty (Baker’s) Dozen: Number Six

Having only a few meetings each year

The Dirty (Baker’s) Dozen: Number Seven

Keeping your meetings short

Some things a “skeptic” might say to keep the group thinking critically are:

How will this play in Peoria? What are the costs as opposed to the benefits? How will we get the necessary buy-in? What could happen that would prevent us from

accomplishing our objective? Isn’t the trend away from this and toward…? Could we get an outside opinion on this before we

move forward? I don’t understand the part about… The way I see the elephant… Looking at our calendar/budget/current staffing…

Options Grid forStrategic Decision Making

The Dirty (Baker’s) Dozen: Number Eight

Recruiting people with a single profile

Building the Perfect Board:A Gap-Identification Grid

Creating a Recruitment Plan 1 Determine the organization’s overall needs Define the specific jobs that must be done to meet those

needs Define the skill sets and characteristics required to do

those jobs Specify your expectations of those you will recruit Create job descriptions Think about the types of people that might want to take

these jobs on Answer the question, “Why is your organization worthy of

their support?”

Creating a Recruitment Plan 2 Think about what you can offer people in return for their

efforts Identify where you will most likely find the people that

would want to do this job (Consider any individuals currently associated with your organization that have the necessary experience, skills, or interest)

Determine how you can best connect with them Determine how you can cultivate these individuals so that

they will be responsive to your invitationConsider how you will approach “the ask” to ensure accountability

The Dirty (Baker’s) Dozen: Number Nine

Keeping deadwood

The Dirty (Baker’s) Dozen: Number Ten

Creating Advisory, Honorary and Emeritus Boards

The Dirty (Baker’s) Dozen: Number Eleven

Limiting board work to the boardroom

The Dirty (Baker’s) Dozen: Number Twelve

Failing to educate the board

The Dirty (Baker’s) Dozen: Number Thirteen

Fearing falloutfrom follow-through

Compare the board’s vision for itself to where it is currently and determine what has to be

done to close the gap.

Lesson 3

Dramatic Leap

Rewrite the bylaws

Gradual Change

Reformat your meetings

Gradual Change

Integrating diverse board members

Follow the prescribed diet and exercise plan, keep the vision in the forefront at all times, and follow through.

Lesson #4

Remember why you wanted change in the first place Make expectations clear Project these expectations consistently If people are not meeting expectations determine if it is

a case of will or skill

Follow through

Is willing to…

Is able to…

Is willing to…

Is not able to…

Is not willing to…

Is able to…

Is not willing to…

Is not able to…

Insanity is doing the same

thing over and over…

…and expecting different results.

People who say

it cannot be done

…should not interrupt

people who are doing it

Presented By:

Terrie Temkin, Ph.D.

CoreStrategies for Nonprofits, Inc.

PO Box 630745, Miami, FL 33163

Email: TerrieTemkin@CoreStrategies4Nonprofits.com

Web: www.CoreStrategies4Nonprofits.com

Ph: 888-458-4351, Ext. 3 | Fax: 954-989-3442

Produced By:

Society for Nonprofit Organizations

5820 Canton Center Rd, Ste #165, Canton, MI 48187

Email: info@snpo.org

Web: www.snpo.org

Ph: 734-451-3582 | Fax: 734-451-5935