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BOARD DEVELOPMENT COURSE
3 SESSIONS | WEDNESDAY SEPTEMBER 3 & 17 |10 – 11:30AMINSTRUCTOR ANNE ACKERSON
This program is made possible with support from American Express Foundation and the New York State Council on the
Arts, a State Agency
Leading by Design:
Maintaining the Momentum with Training
• Why Train?• The Training Spectrum• The Wisdom of Teams• Team Performance Curve• Attributes of the High Performing Team• Team-building Tactics• Maintaining Culture, Identity and Participation• Matrix of Board Activities to Training Possibilities• Logistics and Tips
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Why Train?2
“Training is a mixture of knowledge and skills.” – Lew Ireland, Ph.D.
President of the American Society for the Advancement of Project Management
• You have just formed the board
• You have many new board members
• You have just experienced a significant turnover of board members
• Your board has never received any formal training on how to be a board or decided what kind of board they want to be
• Your board could benefit from a “refresher” on some fundamental principles of board effectiveness
• The board is attempting to create something new
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Before embarking on training activities, ask yourself: Will training be used to address deficiencies of knowledge or skill among the board members, or deficiencies of execution in getting meaningful results?
Deficiencies in Knowledge or Skills Deficiencies of Execution to Get Meaningful Results
Board roles and responsibilities Poor management of meetings
Structuring the work of the board to optimize effectiveness
Poor decision-making and problem solving
Developing the appropriate working relationship with professional staff
Strained interpersonal relationships among board members and between board and staff
Understanding and accepting the role of fiduciary oversight
Little or no accountability for results
Understanding and accepting responsibility for fundraising and resource development
Unwillingness to raise money
Competing personal agendas
Unresolved disagreements/conflicts
Unproductive work practices
(Mike HoffFormer Nonprofit Services Education & Consulting Director, Center for Nonprofit Management, Los Angeles)
The Training Spectrum4
The more interactive the training, the higher the level of board engagement.
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The Wisdom of Teams7
“Teams are a flexible and efficient way to enhance organizational performance. They are the key to improving performance in all kinds of organizations. Yet today's business leaders consistently overlook opportunities to exploit their potential, confusing teams with teamwork, empowerment, or participative management.
In The Wisdom of Teams, the authors argue that we cannot meet the challenges ahead – from total quality to customer service to innovation – without teams.”
Book of the same title by Jon R. Katzenbach and Douglas K. Smith, 1999
Team Performance Curve
Katzenbach and Smith have found there is a team performance curve on which different
kinds of teams exist from work groups to high performance team.
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Performance Impact
Attributes of the High Performing Team
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Small in number Complementary skills Meaningful purpose or mission Clear, measurable goals Clear working approach Sense of mutual accountability
Katzenbach and Smith have identified these six attributes of the high performing team:
Can nonprofit boards be high performing teams?
Is yours?
Team Building Tactics
Develop a mission statement for the board itself Select team members based on skills, not personalities Pay particular attention to first meetings and actions Set up some clear rules of behavior Set and seize upon a few immediate performance-oriented
tasks and goals Challenge the group regularly with fresh facts and
information Spend lots of time together Exploit the power of positive feedback recognition and
reward
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Maintaining Culture, Identity and Participation
Understand and share the history of your organization Periodically tell stories about how the organization was founded;
how it overcame obstacles; its high points and low points As a group, create a timeline for the organization’s development;
put the timeline in a visible location where board, volunteers and staff can see it and add to it
Take time to celebrate the good stuff .. And the small wins
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Revisit the basics on a regular basis Talk about the purpose, approach
Inject new information and approaches into the board’s ongoing work
Fresh facts and different perspectives keep people engaged Take advantage of facilitators and training
Change the board’s membership, including the leader
Matrix of Board Activities to Training Possibilities
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Low
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Logistics and Tips
Provide training prep materials and agendas to participants in advance
Develop agendas that use a variety of learning methods and that vary the size of the group
Develop agendas that accommodate breaks and movement of people
Flipchart the discussion Offer opportunities during training and immediately after to
debrief what is being learned and how it might be applied Begin and end on time Follow-up with pertinent new information
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Is Your Board Room Conducive to Building a High Performing Team?
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Which of these pictures looks like your board meeting space?
Physical Considerations14
Table Configuration Comfortable chairs Good Lighting Not too hot or too cold Room large enough for folks to get up
and stretch/break into smaller discussion groups
Wall space for flipcharts Nametags or table tags Refreshments or meals if the session
spans a meal time
NYS ARTS BLOG www.nysarts.typepad.com
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Webinars on the BLOG!
o Ask questions
o Review Topics
o Share information
o Explore new ideas
Next Session
Wednesday September
17th
“Leadership in
Transition”
Webinars on the BLOG!
o Ask questions
o Review Topics
o Share information
o Explore new ideas
Next Session
Wednesday September
17th
“Leadership in
Transition”
On to the Blog! If you were to create a matrix of
your current training opportunities, what would it look like?
How would you move low training potential/low board involvement activities into higher quadrants?