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“Leadership is the ability to establish standards and manage a creative climate where people are self- motivated toward the mastery of long term constructive.

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Presentation on theme: "“Leadership is the ability to establish standards and manage a creative climate where people are self- motivated toward the mastery of long term constructive."— Presentation transcript:

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2 “Leadership is the ability to establish standards and manage a creative climate where people are self- motivated toward the mastery of long term constructive goals in a participatory environment of mutual respect compatible with personal values.” Mike Vance “Leadership is the ability to establish standards and manage a creative climate where people are self- motivated toward the mastery of long term constructive goals in a participatory environment of mutual respect compatible with personal values.” Mike Vance 2

3 “Leadership is the willingness to to pay the price." 2

4 Mini-Government(community)vs. Business Enterprise Mini-Government(community)vs. 3

5 Maintain - Protect - Enhance Maintain - Protect - Enhance 4

6 Value Equals Curb Appeal + Perception of Quality of Life Perception of Quality of Life 5

7  Of or relating to a holding of something in trust for another: a fiduciary heir; a fiduciary contract.  Of, relating to, or being a trustee or trusteeship.  Held in trust. Fiduciary 6

8 “One, such as an agent of a principal or a company director, that stands in a special relation of trust, confidence, or responsibility in certain obligations to others.” Fiduciary 7

9  Value of assets year over year  Appraisal of standard units as base line  Communication of success Measuring Success 6

10  All decisions are informed by the value of assets affect  Budgets, expenditures and activities are influenced and informed by total value of assets Measuring Success 6

11 FFFF ederal Laws NNNN on-Profit Corporations Code SSSS pecific HOA State Statutes CCCC ounty & Municipal Ordinances DDDD eclaration of Covenants, Conditions & Restrictions BBBB ylaws RRRR ules and Regulations Hierarchy Of Authority 8

12 A Big Word EXPECTATIONS 9

13 Member’s Expectations BBBBoard will protect value of the asset BBBBoard will act in a business-like way BBBBoard will act in fiduciary capacity BBBBoard will act lawfully 10

14 Member’s Responsibilities 11

15 Business Judgment Rule  Act in good faith  Fair dealing  Act within limits of expertise  Act lawfully & with ethical intent 12

16 Business Judgment Rule Rely On Experts Don’t Reinvent The Wheel 13

17 Board May Delegate All of It's Authority and None of It's Responsibility 14

18  CEO  Liaison to manager  Prepares agenda (input from others)  Presides at meetings  Sets a positive example  Prepares others for future leadership roles  Appoints & supervises committee chairs  Official representative PRESIDENT 15

19  Assist the President with all duties  Assume duties of President in President’s absence 16 VICE PRESIDENT

20  Maintain corporate record book  Maintain “Book of Resolutions”  Attest to authenticity of all corporate documents  Certifies all meeting notices and election results  Responsible for taking minutes  Responsible for all “official” corporate communication with the members  Meeting timekeeper SECRETARY 17

21 CCCChief financial officer of association UUUUltimately responsible for collection and expenditure of all assessments & fees RRRReviews and monitors financial statements RRRReviews and monitors investment policy RRRReports to Board at each meeting on budgetary matters. Summarizes financial statements as part of Treasurer’s report. 18 Treasurer

22 Example:  Cash on hand  Status of reserves  Amount of uninsured balances  Unusual accounts payable and receivable  Variance of actual to budget for month & year (if substantive) Example:  Cash on hand  Status of reserves  Amount of uninsured balances  Unusual accounts payable and receivable  Variance of actual to budget for month & year (if substantive) Treasurer’s Report 19

23 TREASURER  Chief financial officer  Ultimately responsible for collection and expenditure of regular & special assessments  Reviews and monitors financial statements  Reports to Board at each meeting on budgetary matters. Summarizes financial statements as part of Treasurer’s report.  Signs checks  Approves & monitors investments in accordance with Board policy TREASURER  Chief financial officer  Ultimately responsible for collection and expenditure of regular & special assessments  Reviews and monitors financial statements  Reports to Board at each meeting on budgetary matters. Summarizes financial statements as part of Treasurer’s report.  Signs checks  Approves & monitors investments in accordance with Board policy 20

24 ALL  Come to meetings prepared - Do your homework  Maintain a professional demeanor  Ask questions ahead of time  Accept and support the President as the leader  Put personal issues aside  Encourage others to participate by example  Be open and fair  Avoid surprising members and the manager at meetings  Keep a healthy perspective  Have a little fun! ALL  Come to meetings prepared - Do your homework  Maintain a professional demeanor  Ask questions ahead of time  Accept and support the President as the leader  Put personal issues aside  Encourage others to participate by example  Be open and fair  Avoid surprising members and the manager at meetings  Keep a healthy perspective  Have a little fun! 21

25 Elements of Effective Meetings 1. Preparation a. Reports & Agendas 1. 5 to 7 days prior b. Room arrangements 2. Conduct a. Friendly formality b. Roberts Rules 3. Roles & Expectations 1. Role of President & Board a. Role of the manager 4. Management Reports – Purposes and Content a. Informational items 1. Action items a. Bids, analysis & supportive communication a. Follow-up 1. Management summary for consensus

26 Elements of Effective Meetings  Agenda & Reports  3 to 5 days prior  Contact All Participants  Timed Agenda  Member Input  Parliamentary Procedure FriendlyFormality FriendlyFormality 22

27 Theatrical - Presentational Style PMS

28 Working Meeting Style P M S

29 PMS

30 Purpose Of A Board Meeting To make effective decisions in accordance with the “business judgment rule” which will positively impact the value of the assets.

31 The Board 1. Sets Policy 2. Relies on experts 3. Relies on staff/manager 4. Exercises oversight

32 Purpose of Agenda  Road map of topics – not a report  Lists Reports  Secretary’s Report  Treasurer’s Report  President’s Report?  Management Report  Committee Reports (only if actions are requested)  Sets out order of topics  May include subtopic overview  “Delinquencies”  Action items under appropriate reports

33 Parliamentary Procedure - Victoria Cohen  Roberts Rules of Order  Sturgis  Jeffersonian  House of Commons These are procedures – not laws May be modified by motion resulting in “special orders” that can be perpetual.

34 Member Input

35 Open Meeting Law MMMMembers allowed to speak at meetings of board & association (beginning & end) EEEException: executive sessions TTTTopics restricted to agenda items prior to meeting BBBBoard may impose time constraints on members wishing to speak

36 Sample Timed Agenda

37 Working With Volunteers

38 Why People Volunteer  Altruism  Self-Esteem  Sense of Responsibility  Family Tradition  Self Protection  Issue Resolution  Sense of Community  Altruism  Self-Esteem  Sense of Responsibility  Family Tradition  Self Protection  Issue Resolution  Sense of Community

39 Why People Volunteer Maslow

40 Within 90 days of a major life change  Moving  Familial status  Divorce  Good fortune or tragedy Within 90 days of a major life change  Moving  Familial status  Divorce  Good fortune or tragedy

41 All Volunteers Need  To feel useful  Appreciated  To feel useful  Appreciated

42 The Board Committees 1. Work at the will and direction of the board 2. Are an adjunct to the board The distinction: Board and Committees 1. Board sets policy & delegates/directs 2. Board and committees rely on experts 3. Relies on staff/manager and committees 4. Exercises oversight of all

43 Standing vs. Ad Hoc or Task Force  Standing committees are often creatures of the bylaws: Architectural, Finance, etc.  Ad Hoc committees are created for specific purposes and are disbanded/dismissed and recognized for their efforts when task is complete.  Task Forces function very much like Ad Hoc committees in that they are tasked by the board with a specific purpose and are recognized for their efforts when their task is complete.  Standing committees are often creatures of the bylaws: Architectural, Finance, etc.  Ad Hoc committees are created for specific purposes and are disbanded/dismissed and recognized for their efforts when task is complete.  Task Forces function very much like Ad Hoc committees in that they are tasked by the board with a specific purpose and are recognized for their efforts when their task is complete.

44 Committee Volunteers? Some Typical Committees  Architectural Review (often established in bylaws)  Finance  Rules  Welcome or Social  Newsletter/Communications/ Website  Landscape or Building & Grounds Social  Architectural Review (often established in bylaws)  Finance  Rules  Welcome or Social  Newsletter/Communications/ Website  Landscape or Building & Grounds Social

45 Business Judgment Rule Applies to Committees  Act in good faith  Fair dealing  Act within limits of expertise  Act lawfully & with ethical intent Business Judgment Rule Applies to Committees  Act in good faith  Fair dealing  Act within limits of expertise  Act lawfully & with ethical intent

46 Business Judgment Rule Don’t Exceed Your Personal or Professional Limitations Don’t Reinvent The Wheel Rely On Experts

47 Committees Work At The Will And Direction of The Board Are Most Effective When Assigned Specific Tasks

48 Goal - a clearly defined and stated goal established by the board Reward – adopt recommendations without debate & make a “big noise” in newsletter, on website, at annual meeting & anywhere else you can Organization - clearly defined written committee structure Unity - strong chair in agreement with committee’s goals Process - a defined process for reporting (in writing) ongoing progress to the President or liaison and finally to the entire board. Goal - a clearly defined and stated goal established by the board Reward – adopt recommendations without debate & make a “big noise” in newsletter, on website, at annual meeting & anywhere else you can Organization - clearly defined written committee structure Unity - strong chair in agreement with committee’s goals Process - a defined process for reporting (in writing) ongoing progress to the President or liaison and finally to the entire board. Effective Group Process - Committees

49 Committees  Effective leadership  Specific tasks  Time frames to accomplish  Method to report progress  Method to report recommendations  Reward by adopting recommendations without debate  Inspire others by public acknowledgement  Effective leadership  Specific tasks  Time frames to accomplish  Method to report progress  Method to report recommendations  Reward by adopting recommendations without debate  Inspire others by public acknowledgement

50 Focus on Process-Outcomes

51 Celebrate Success

52 Live Well Try To Be Nice To Each Other Cause Good

53 Larry J. Pothast, PCAM ® Vice President of Manager and Board Training Associa ® 36


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