1. AKC Parent Club Governance J. Charles Garvin, M.D. July 22, 2007

2. AKC Parent Club Governance 1.The Role of a Parent Club 2.Characteristics of a Successful Parent Club 3.Leadership Requirements 4.Conflict Management 5.Crisis Management

3. 1. The Role of a Parent Club What it is What it is What it does What it does Why it is necessary Why it is necessary

4. AKC Statements National specialty clubs (also called parent clubs) represent the fanciers of a single breed. National specialty clubs (also called parent clubs) represent the fanciers of a single breed.

5. AKC Statements Every effective dog club Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business. Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.

6. Member Club Requirements (1949) The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… Adequate protection of the individual against disciplinary measures Adequate protection of the individual against disciplinary measures

7. Member Club Requirements (1949) Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery. Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.

8. AKC Statements National specialty clubs (also called parent clubs) represent the fanciers of a single breed. National specialty clubs (also called parent clubs) represent the fanciers of a single breed.

9. AKC Statements Every effective dog club Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business. Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.

10. Member Club Requirements (1949) The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… Adequate protection of the individual against disciplinary measures Adequate protection of the individual against disciplinary measures

11. Member Club Requirements (1949) Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery. Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.

12. 2. Characteristics of a Successful Parent Club Represents Represents Work Together Work Together Bylaws Bylaws Orderly Orderly Democratic Democratic Common Interests Representative Protection Not Arbitrarily Managed for a Few

13. Represent the fanciers of that breed Provide a voice for the fanciers Provide a voice for the fanciers Ideas Ideas Opinions Opinions Priorities Priorities Provide input to AKC Provide input to AKC Essential foundation of AKC as a Club of Clubs Essential foundation of AKC as a Club of Clubs Represent AKC to the fanciers of that breed Represent AKC to the fanciers of that breed

14. Work Together Members mutual agree to the structure and implementation of the club governance Members mutual agree to the structure and implementation of the club governance Clubs power to govern derives from the consent of the governed. Clubs power to govern derives from the consent of the governed.

15. Governments are instituted among Men, deriving their just powers from the consent of the governed. U.S. Declaration of Independence, 1776

16. Bylaws A law or rule governing the internal affairs of an organization. A law or rule governing the internal affairs of an organization. Inherent agreement of the members of the organization: the club will operate by the rules, rather than the whims of any individual, regardless of his or her title Inherent agreement of the members of the organization: the club will operate by the rules, rather than the whims of any individual, regardless of his or her title Rule of Law versus Rule of Man Rule of Law versus Rule of Man

17. Bylaws The Magna Carta (1215) established the principle that no one, not even the king, is above the law.

18. Orderly Roberts Rules – Parliamentary Procedure Roberts Rules – Parliamentary Procedure Concepts more important than details Concepts more important than details A set of rules for conduct at meetings A set of rules for conduct at meetings Allows every member to be heard Allows every member to be heard Makes decisions without confusion Makes decisions without confusion Resolves conflicts Resolves conflicts Protects rights of members Protects rights of members Will of majority Will of majority Rights of minority Rights of minority

19. Democratic Operates as a representative democracy Operates as a representative democracy Defined set of voters Defined set of voters Represent the broad fancy of that breed Represent the broad fancy of that breed Direct Direct Popular assembly Popular assembly Membership wide ballot Membership wide ballot Indirect Indirect Board of Directors Board of Directors

20. Democratic American Kennel Club American Kennel Club Board of Directors Board of Directors Delegates Delegates Member clubs Member clubs Parent Club Parent Club Board of Directors Board of Directors Members Members Fancy Fancy

21. Common Interests Conflicts are inherent in our sport Conflicts are inherent in our sport Bench vs. field Bench vs. field Conformation vs. performance Conformation vs. performance Agility vs. Obedience Agility vs. Obedience My breed vs. your breed My breed vs. your breed My type vs. your type My type vs. your type My dog vs. your dog My dog vs. your dog My opinions vs. your opinions My opinions vs. your opinions My faction vs. your faction My faction vs. your faction

22. Common Interests Love of the dog Love of the dog Value of Pure-Bred Dog Value of Pure-Bred Dog Special love for the particular breed Special love for the particular breed Willingness to invest – to work for the benefit of that breed Willingness to invest – to work for the benefit of that breed Time, talent, energy, resources Time, talent, energy, resources Willingness to put the best interest of the breed, the sport, the club and AKC above any personal interests. Willingness to put the best interest of the breed, the sport, the club and AKC above any personal interests.

23. Representative In order to properly represent the fanciers of the breed, the parent club must be representative of the fanciers of that breed. In order to properly represent the fanciers of the breed, the parent club must be representative of the fanciers of that breed. Not excessively exclusive Not excessively exclusive The more exclusive and restrictive, the less democratic and less representative The more exclusive and restrictive, the less democratic and less representative

24. Representative If there is a question of how does the fancy feel about an issue, can the club give a legitimate answer? If there is a question of how does the fancy feel about an issue, can the club give a legitimate answer? I think I think I think they think I think they think The board voted The board voted IF the board is representative IF the board is representative The members voted The members voted IF the membership is representative IF the membership is representative

25. Protection Adequate protection of the individual against disciplinary measures Adequate protection of the individual against disciplinary measures Bill of Rights Bill of Rights Due Process Due Process Laws and proceedings must be FAIR Laws and proceedings must be FAIR Rules apply to all members equally Rules apply to all members equally According to Rule of Law (not of man) According to Rule of Law (not of man) Procedures previously agreed to Procedures previously agreed to

26. Protection Club Constitution and Bylaws should provide that the accused is entitled to: Club Constitution and Bylaws should provide that the accused is entitled to: Fair hearing Fair hearing Impartial jurors/judges Impartial jurors/judges Know the charges Know the charges Be present at the hearing Be present at the hearing Be allowed to speak in own defense Be allowed to speak in own defense Present witnesses Present witnesses AKC willing and able to help AKC willing and able to help

27. Not for a few… Club affairs cannot be arbitrarily managed for a few against the wishes of the members Club affairs cannot be arbitrarily managed for a few against the wishes of the members No monarchs, dictators, emperors, kings, czars, or equivalent No monarchs, dictators, emperors, kings, czars, or equivalent Appropriate checks and balances in your clubs organization. Appropriate checks and balances in your clubs organization.

28. Not for a few… James Surowiecki : Under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them.

29. Not for a few… The better the voting process, the more valid and reliable the result. The better the voting process, the more valid and reliable the result. The more well informed independent minds involved in the decision, the better quality the decision The more well informed independent minds involved in the decision, the better quality the decision The Wisdom of Crowds, James Surkowiecki, 2004

30. 3. Leadership Requirements Credibility Credibility Integrity Integrity Delegation Delegation Humility Humility

31. Credibility Trustworthy Trustworthy Tell the truth Tell the truth Say what you mean Say what you mean Do what you say you will do Do what you say you will do Expertise Expertise Know the breed Know the breed Know the club Know the club Know the territory Know the territory History of Success History of Success

32. Credibility Who would you rather have lead your club?

33. Credibility Baghdad Bob Walter Cronkite

34. Integrity Firm adherence to a code of moral values Firm adherence to a code of moral values Always try to do right, even in tough circumstances Always try to do right, even in tough circumstances Consistency, predictability Consistency, predictability

35. Integrity Who would you rather have lead your club?

36. Integrity Enron Executives Abe Lincoln

37. Delegation Club Leader cannot do everything! Club Leader cannot do everything! Classic management dilemma Classic management dilemma How much to delegate How much to delegate Authority Authority Autonomy Autonomy Accountability Accountability Willingness to let others decide and act Willingness to let others decide and act Tolerance for imperfection Tolerance for imperfection

38. Delegation Organizational Structure Organizational Structure Dalmatian Club of America Dalmatian Club of America 950 members 950 members 1 President 1 President 9 Board members 9 Board members 35 Committees and study groups 35 Committees and study groups 130 Committee members 130 Committee members Board Liaison Board Liaison

39. Delegation Board Liaison – each board member is assigned to 3 to 5 committees Board Liaison – each board member is assigned to 3 to 5 committees Works with each committee chair Works with each committee chair Reports to the President Reports to the President Encourages timely, relevant reports Encourages timely, relevant reports At board meetings, presents the reports and advocates for their committees At board meetings, presents the reports and advocates for their committees Facilitates dialog between the committees and the board Facilitates dialog between the committees and the board

40. Delegation Jim Collins, 2001 Studies and explains the traits of leaders who transform good organizations into great ones

41. Delegation "We expected that good-to-great leaders would begin by setting a new vision and strategy" "We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seatand then they figured out where to drive it." Jim Collins, Good to Great 2001

42. Humility Importance for success Importance for success Rare trait in our world of competitive dog sports Rare trait in our world of competitive dog sports Requires a willingness and desire to improve – both you and your club Requires a willingness and desire to improve – both you and your club Better with help of others Better with help of others Better next year Better next year

43. Humility David Packard, Founder HP David Packard, Founder HP You shouldn't gloat about anything you've done; you ought to keep going and find something better to do. Patrick Daniel, CEO Enbridge Patrick Daniel, CEO Enbridge I have learned through the lives of great leaders, that greatness comes from humility and being at times, self-effacing. Good to Great, Jim Collins, 2001

44. Humility Who would you rather have lead your club?

45. Humility TrumpGandhi

46. 4. Conflict Management

47. Conflicts are Inherent in our Sport

48. Regardless of the type of club or governance system of the club

49. Conflict is Always Present Not necessarily a bad thing Not necessarily a bad thing Better to embrace conflict and manage it, rather than avoid it. Better to embrace conflict and manage it, rather than avoid it. Shows that members are engaged Shows that members are engaged Many other important issues can be uncovered Many other important issues can be uncovered A well debated and discussed decision is A well debated and discussed decision is A better decision A better decision Better accepted by the members Better accepted by the members

50. Many Ways to Manage Conflicts My example – Dalmatian Club of America My example – Dalmatian Club of America We have had experience in many areas of conflict: Disney Effect Disney Effect Backcross Project Backcross Project Euthanasia Policy Euthanasia Policy Blue Eyes Blue Eyes Sweepstakes Elimination Sweepstakes Elimination Indoor vs. Outdoor Specialty Indoor vs. Outdoor Specialty

51. Goal: Resolution that combines the best elements from both sides Prepare for conflict Prepare for conflict Identify issues Identify issues Elicit solutions Elicit solutions Examine potential solutions Examine potential solutions Organized discussions Organized discussions Acceptable decision making process Acceptable decision making process Communicate the result Communicate the result Embrace criticism Embrace criticism

52. Prepare for Conflict Logical Organizational Structure Logical Organizational Structure Establish Credibility Establish Credibility Create Culture and Atmosphere Create Culture and Atmosphere Discussion is encouraged Discussion is encouraged Disagree without being disagreeable Disagree without being disagreeable Decisions are well defined and communicated Decisions are well defined and communicated Properly processed decisions are accepted Properly processed decisions are accepted

53. Identify Issues Stated Issues versus Underlying Issues Stated Issues versus Underlying Issues Frequently sub-plot beneath the surface Frequently sub-plot beneath the surface Understand the Priorities of the Parties Understand the Priorities of the Parties Are the presenters truly representative of those who have the concerns? Are the presenters truly representative of those who have the concerns? Get all the issues out on the table before trying to solve any one issue Get all the issues out on the table before trying to solve any one issue

54. Elicit Solutions Complaining without a suggested solution is a definition of WHINNING Complaining without a suggested solution is a definition of WHINNING Ask What is your proposed solution? Ask What is your proposed solution? Classic Brainstorming: Classic Brainstorming: Ideas are elicited without evaluation of their merit Be looking to extract best elements of each proposal Be looking to extract best elements of each proposal Get all the ideas out before evaluating Get all the ideas out before evaluating

55. Examine Potential Solutions What is the best aspect of this proposal? What is the best aspect of this proposal? What is the worst thing that could happen if this were adopted? What is the worst thing that could happen if this were adopted? In what way is this considered Fair? In what way is this considered Fair? How could this proposal be improved? How could this proposal be improved? Etc. Etc.

56. Organized Discussions Civil discussion benefits from planned approach Civil discussion benefits from planned approach Forum – board meeting, membership meeting, discussion session, Internet Forum – board meeting, membership meeting, discussion session, Internet Format – official meeting, briefing, Q & A Format – official meeting, briefing, Q & A Timing – critical judgment call Timing – critical judgment call Frequently good to let discussion play out Be sure to also involve members who are neutral Be sure to also involve members who are neutral Recognize and disclose your own biases and prejudices Recognize and disclose your own biases and prejudices

57. Organized Discussion Genesis of conflict is often misunderstanding Genesis of conflict is often misunderstanding Literally, one side does not understand: What the other side is saying What the other side is saying What they mean What they mean What their priorities are What their priorities are Your job is to make sure that what is said is understood Your job is to make sure that what is said is understood Give everyone a chance to participate Give everyone a chance to participate

58. Acceptable Decision Making Process The plan for deliberations is understood and agreeable The plan for deliberations is understood and agreeable It is clear who is making the decision It is clear who is making the decision Board of Directors Board of Directors Membership Membership Others – committee chair, show chair, President Others – committee chair, show chair, President The timetable for making the decision is clear The timetable for making the decision is clear

59. Acceptable Decision Making Process The actual decision depends on the specific facts, circumstances and who makes the decision The actual decision depends on the specific facts, circumstances and who makes the decision The quality of the decision is frequently determined by the process The quality of the decision is frequently determined by the process Ask for help when needed – other clubs, AKC Ask for help when needed – other clubs, AKC Compromise solutions are often best, but not always possible Compromise solutions are often best, but not always possible This time well do it his way, next time your way This time well do it his way, next time your way

60. Acceptable Decision Making Process When no solution seems possible: When no solution seems possible: Go Back to Common Interests Start with what basic things the parties CAN agree on Start with what basic things the parties CAN agree on Big picture or Higher Plane Big picture or Higher Plane One principle that almost everyone agrees on, and can be used as the final arbiter: One principle that almost everyone agrees on, and can be used as the final arbiter: Majority Rules

61. Communicate the Result Let all the members know, as soon as practical: Let all the members know, as soon as practical: What was decided What was decided Why that choice was made Why that choice was made That other alternatives were given fair consideration That other alternatives were given fair consideration Document what happened – minutes, newsletter Document what happened – minutes, newsletter Template for future decisions Template for future decisions Likely need to look it up in the future Likely need to look it up in the future Opportunity to thank those who participated Opportunity to thank those who participated Strengthens the club for future battles Strengthens the club for future battles

62. Embrace Criticism Regardless of the Resolution, there will always be critics Regardless of the Resolution, there will always be critics Criticism is valuable to you and the club Criticism is valuable to you and the club Shows the person is engaged in the process Shows the person is engaged in the process The critic may be right – or some component The critic may be right – or some component Can learn from the style of the critic Can learn from the style of the critic Toughen your skin Toughen your skin Occasionally the critic makes a fool of himself Occasionally the critic makes a fool of himself

63. 5. Crisis Management Be prepared for the next crisis Be prepared for the next crisis Define the issues Define the issues Separate facts from emotions Separate facts from emotions Consider many alternatives Consider many alternatives Involve others Involve others Decision making algorithm Decision making algorithm Remember the big picture Remember the big picture Report and document Report and document

64. Be Prepared for the Next Crisis Pre-established lines of delegation Pre-established lines of delegation A committee for every crisis A committee for every crisis Know your players on the bus Know your players on the bus Their abilities, willingness, availability Their abilities, willingness, availability Your job is to know the answer to the key question: Your job is to know the answer to the key question:

65. Who ya gonna call?

66. Define the Issues Situational analysis Situational analysis Time Frame – how much time do you really have? Time Frame – how much time do you really have? Who will make the decision? Who will make the decision? Who will take the required action? Who will take the required action?

67. Separate Facts From Emotion A crisis can be an exciting adrenaline rush A crisis can be an exciting adrenaline rush Beware the panic of Chicken Little Beware the panic of Chicken Little If we dont do anything right now, what is the worst that can happen? If we dont do anything right now, what is the worst that can happen? Your job is to be cool, calm, efficient, decisive Your job is to be cool, calm, efficient, decisive

68. Consider Many Alternatives Beware the tendency of the knee jerk reaction Beware the tendency of the knee jerk reaction A spinal reflex that involves no participation of the brain A spinal reflex that involves no participation of the brain Always time for an open mind Always time for an open mind May be an opportunity to try a new approach May be an opportunity to try a new approach Built in excuse in case it doesnt work Built in excuse in case it doesnt work

69. Involve Others Look for new ideas and old experiences Look for new ideas and old experiences Ask for help – advisors, other clubs, AKC, Internet – PCC list Ask for help – advisors, other clubs, AKC, Internet – PCC list Remember those who feel they should be asked, even if you think their input is not valuable Remember those who feel they should be asked, even if you think their input is not valuable When you explain situation to others, you can get a better understanding When you explain situation to others, you can get a better understanding

70. Decision Making Algorithm Similar to normal procedure, but faster and more efficient Similar to normal procedure, but faster and more efficient Usually fewer people involved Usually fewer people involved Decisions AND Actions Decisions AND Actions Fix the problem first Fix the problem first Then go back and clean up the details Then go back and clean up the details

71. Remember the Big Picture

72. Report and Document Use the crisis as an educational opportunity Use the crisis as an educational opportunity Have a full report compiled Have a full report compiled Report to the club membership Report to the club membership There will be another crisis There will be another crisis Your job is to have your club be better prepared for the next crisis Your job is to have your club be better prepared for the next crisis

73. Summary and Review The Role of a Parent Club The Role of a Parent Club Characteristics of a Successful Parent Club Characteristics of a Successful Parent Club Leadership Requirements Leadership Requirements Conflict Management Conflict Management Crisis Management Crisis Management

74. Good Luck and Thank you