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1 © SmithBucklin Corporation 2010. All rights reserved. Leadership and Succession Planning: The Essence of Effective Governance Julie Silverstein, President.

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Presentation on theme: "1 © SmithBucklin Corporation 2010. All rights reserved. Leadership and Succession Planning: The Essence of Effective Governance Julie Silverstein, President."— Presentation transcript:

1 1 © SmithBucklin Corporation All rights reserved. Leadership and Succession Planning: The Essence of Effective Governance Julie Silverstein, President & Chief Operating Officer

2 2 © SmithBucklin Corporation All rights reserved. Discussion Topics I.Governance and the Board’s Role II.Leadership  Setting a High Bar: Characteristics of Exceptional and Effective Leaders  Recruiting & Selecting Qualified Volunteer Leaders: The Leadership Succession Process

3 3 © SmithBucklin Corporation All rights reserved. Governance – a definition  The act of governing; exercising authority; decision-making processes in the administration of an organization.  The legal authority of a board to establish policies that will affect the life and work of the organization while holding the board accountable for the outcomes of such decisions.

4 4 © SmithBucklin Corporation All rights reserved. In Volunteer-governed organizations … Governance = Joined Leadership in Action

5 5 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 1.Define the organization’s fundamental purpose for existence:  Who are we?  What do we do?  For whom do we do it?  Why do we do it?

6 6 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 2.Chart the organization’s future course: a.Where are we going? Create the vision; set the strategic direction b.How will we get there? Develop strategies; review/approve plans c.When will we get there? Determine resource allocation; funding priorities d.How will we know when we get there? Determine metrics; monitor results

7 7 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 3.Articulate, nurture and preserve the organization’s core values:  The essential and enduring principles: Define the organization’s heart and soul Determine organization’s character Are meaningful guides

8 8 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 4.Communicate, clarify and provide context for the organization’s vision, purpose, core values and strategies with members, partners, other stakeholders and the public-at-large.

9 9 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 5.Ensure the organization stays on track: a.Determine, prioritize, monitor programs and initiatives consistent with mission, values and strategic direction b.Provide proper financial oversight c.Negotiate and balance “staying the course” vs. “making incremental/radical change consistent with current/emerging stakeholder needs and market conditions” d.Determine how problems and opportunities are framed and approached

10 10 © SmithBucklin Corporation All rights reserved. 6 Things Only A Board Can Do 6.Identify, recruit, mentor and set the standards for the organization’s future leaders.

11 11 © SmithBucklin Corporation All rights reserved. Setting the Bar High: Characteristics of Exceptional and Effective Leaders Everything rises and falls on leadership. – John Maxwell

12 12 © SmithBucklin Corporation All rights reserved. The Job of Volunteers…  To inspire and enable people to do great work on behalf of the whole. Whole = an industry, profession, community of interest, or cause

13 13 © SmithBucklin Corporation All rights reserved. Exceptional & Effective Leaders  Knowledge and skills  Personal characteristics  Situational fit  Time availability  Professional profile  Past volunteer service

14 14 © SmithBucklin Corporation All rights reserved. Knowledge and Skills  Past board experience  Industry  Strategy  Finance  Business  Negotiation  Public speaking  Marketing  Public policy

15 15 © SmithBucklin Corporation All rights reserved. Do your leaders help your organization soar, enabling it to become high-performing and self-renewing? Or, weigh down your organization causing it to become reactive and static? Personal Qualities of a Leader What to look for What to develop What to avoid What to shed

16 16 © SmithBucklin Corporation All rights reserved. Create conditions conducive to renewal, improvement and change management Is locked in and protective of the status quo Personal Qualities of a Leader

17 17 © SmithBucklin Corporation All rights reserved. Looks forward and discerns the future; thinks strategically Operates within the pressures of the moment; focuses on tactics Personal Qualities of a Leader

18 18 © SmithBucklin Corporation All rights reserved. Possesses uncompromised integrity and goodwill Avoids, stretches, manipulates the truth Personal Qualities of a Leader

19 19 © SmithBucklin Corporation All rights reserved. Bases decisions and actions on desired business outcomes using combination of data, common sense and instinct Becomes sidetracked by emotional impulses and loses track of their role as a board member Personal Qualities of a Leader

20 20 © SmithBucklin Corporation All rights reserved. Focuses outward and on opportunities Focuses on problems and finger-pointing Personal Qualities of a Leader

21 21 © SmithBucklin Corporation All rights reserved. Confronts and resolves conflict Avoids conflict at all costs Personal Qualities of a Leader

22 22 © SmithBucklin Corporation All rights reserved. Is comfortable delegating power Likes to control and dominate Personal Qualities of a Leader

23 23 © SmithBucklin Corporation All rights reserved. Holds himself/herself and others accountable for delivering on promises and specific performance Passes the buck; makes excuses. Being liked and/or popular is the highest priority Personal Qualities of a Leader

24 24 © SmithBucklin Corporation All rights reserved. Generously shares information, resources, praise and credit Keeps everything close to the vest; protects credit and the limelight Personal Qualities of a Leader

25 25 © SmithBucklin Corporation All rights reserved. Has enthusiastic followers; commands the respect of colleagues, professional peers and staff Has dispassionate, reluctant underlings Personal Qualities of a Leader

26 26 © SmithBucklin Corporation All rights reserved. Views volunteer service as an honor Views volunteer service as a stage Personal Qualities of a Leader

27 27 © SmithBucklin Corporation All rights reserved. Possesses passion and conviction in organization’s vision and purpose Is driven by ego and self-interest Personal Qualities of a Leader

28 28 © SmithBucklin Corporation All rights reserved. Understands leadership commitment of time, energy, other requirements before accepting; takes appropriate action when unable to fulfill service commitment Is enamored with the limelight and/or trappings of the position Personal Qualities of a Leader

29 29 © SmithBucklin Corporation All rights reserved. Enables open, candid and constructive debate and deliberation Shoots from the hip; creates chaotic discourse and criticism Personal Qualities of a Leader

30 30 © SmithBucklin Corporation All rights reserved. Strives for clarity and buy-in Chases consensus and certainty On making decisions and taking action… Personal Qualities of a Leader

31 31 © SmithBucklin Corporation All rights reserved. Recruiting & Selecting Qualified Volunteer Leaders The Leadership Succession Process Eagles don’t flock. You have to find them one at a time. – Ross Perot

32 32 © SmithBucklin Corporation All rights reserved. What Motivates Someone to Commit to a Volunteer Leadership Position  Part of a winning team (board, organization)  Their time will be leveraged in the right way  They can make a difference  Ego

33 33 © SmithBucklin Corporation All rights reserved. What Motivates Someone to Commit to a Volunteer Leadership Position  Personal value/professional growth  Want to be part of an exclusive, privileged club  Good for his/her organization or company  Platform to advance personal agenda

34 34 © SmithBucklin Corporation All rights reserved. What Motivates Someone to Commit to a Volunteer Leadership Position  Peers – company we keep  Desire to serve/duty to give back

35 35 © SmithBucklin Corporation All rights reserved. Barriers to Volunteering  Dysfunctional boards  Operational boards  Perceived lack of organization: nothing documented  Roles are not documented, there is no board or volunteer orientation  Perception that it will take too much time  Lack of ability to sell company on value- add of volunteering

36 36 © SmithBucklin Corporation All rights reserved. Make Leadership Succession Strategic  Leadership is a strategic asset for a volunteer organization  Governance modeling should be an objective in your strategic plan every year  Each year should move the organization towards more effective governance and stronger leadership

37 37 © SmithBucklin Corporation All rights reserved. Make Leadership Succession Strategic  Leadership succession planning is part of the chief elected officer’s role  Discussion of up and coming leaders should be part of board agenda throughout the year  High-potential leaders need development or they’ll go lead another organization

38 38 © SmithBucklin Corporation All rights reserved. Make Leadership Succession Strategic  Schedule and sponsor board training sessions and leadership sessions as part of regular meetings  An hour spent on leadership discussion is more strategic than an hour reviewing conference scheduling

39 39 © SmithBucklin Corporation All rights reserved. Lessons Learned from the Corporate World  Make the first contact count  1st year volunteers’ experience will determine their thoughts about the organization  Start reaching out early  Qualification starts with 1st year volunteers  Identify top-performing volunteers like you would at your company

40 40 © SmithBucklin Corporation All rights reserved. Lessons Learned from the Corporate World  Put the top-performing volunteers in the high-exposure roles and put the average volunteer in lesser roles  Give them an opportunity to have an impact early in in smaller ways and grow them  Paint the picture of opportunities ahead  Recognize and reward top volunteers  Volunteer retention is critical to growing strong leadership

41 41 © SmithBucklin Corporation All rights reserved. Leadership Recruitment: Build an Outreach Plan  This is not your traditional nominating committee process  Typical process  IPP heads up committee (issue: on his/her way out, less investment)  Personal calls to people: (issues: unscripted, inconsistent message)

42 42 © SmithBucklin Corporation All rights reserved. Leadership Recruitment: Build an Outreach Plan  Typical process (continued)  Review of applications (issue: don’t ask the right questions)  Screening/interviewing (issue: unwillingness to disappoint long-time volunteers)  Approval (Issue: boards don’t ask tough questions and ratify recommendations without discussion)

43 43 © SmithBucklin Corporation All rights reserved. Leadership Recruitment: Build an Outreach Plan  Process must be professional and rigorous  Must be clearly documented and shared with candidates  Process itself has to be more strategic  Create a roadmap just as you would for any other strategic initiative

44 44 © SmithBucklin Corporation All rights reserved. Leadership Recruitment: Build an Outreach Plan  Define clear set of criteria for evaluating candidates  Be sure to look at all facets of the person: soft skills, hard skill set, ability to serve well, professional profile (includes company represented)  Identify the skill set gaps on the board and use those as an additional guide  Document the above and the board expectations of the process

45 45 © SmithBucklin Corporation All rights reserved. Leadership Recruitment: Build an Outreach Plan  Launch a Search Committee  President is the board liaison  Chose the chair by picking someone that embodies the characteristics you are looking to add to the board —not by position within the organization  Chair should have some cache within the field and the organization.  Add members that are close to the grass roots organization, ear to the ground.

46 46 © SmithBucklin Corporation All rights reserved. Outreach Process Recommendations  Set up parallel outreach tracks  The “ASK” Proactive identification of companies/organizations that you’d like to add to the board Carefully craft the value-add to the organization that would encourage an executive to nominate someone

47 47 © SmithBucklin Corporation All rights reserved. Outreach Process Recommendations  Board member identified candidates in the field Personal calls with scripted, consistent value points  Ask sponsors, strategic partners to identify people they know within other organizations  Call for nominations There can be diamonds in the rough

48 48 © SmithBucklin Corporation All rights reserved. Review of Candidates & Selection Process  Be sure the best candidates fill the positions  And that the process is fair and inclusive  Use clearly outlined predetermined criteria  Narrow the field of candidates using a scoring process--weighting the criteria from most important to least important  Make sure interview process is handled smoothly and professionally with emphasis on communication to candidates

49 49 © SmithBucklin Corporation All rights reserved. Review of Candidates & Selection Process  Interviews should be done face-to-face if possible  Questions should be written out ahead of time, and as consistent as possible  Response back to candidates should be in person (via telephone) not over and should offer feedback if not selected

50 50 © SmithBucklin Corporation All rights reserved. Finalizing the Slate & Presenting to the Board  Critically analyze the final slate  Does it have balance between leading practices and context?  In the end do the most correct thing possible, and let common sense rule  Leading practice is to present a slate that gets ratified by the membership, not to present multiple candidates running in each open position  Your members elect you to make the right decisions and recommendations on leadership

51 51 © SmithBucklin Corporation All rights reserved. Action Summary: 5 Steps to Leadership Succession Success 1.Review volunteer recruitment and retention process to ensure it is structured to develop strong leaders from day one 2.Strategically align leadership succession with organization’s goals

52 52 © SmithBucklin Corporation All rights reserved. Action Summary: 5 Steps to Leadership Succession Success 3.Develop an outreach plan with clearly documented expectations and launch a Search Committee 4.Retool your selection process to focus on putting strategic leaders into board positions 5.Checks and balances before slate is ratified: does it make sense for the organization? No automatic ratification of slate—take the time as a board to make sure you ask the right questions

53 53 © SmithBucklin Corporation All rights reserved. Leadership and Culture: The Essence of Effective Governance Thank you for your time and attention!


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