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 The Times They Are A-Changin’  ( Bob Dylan) Can My Co-op Board?

 The Times They Are A-Changin’  ( Bob Dylan) Can My Co-op Board?. Maura Schwartz. [ Turn and Make] Changes  (David Bowie). Dynamic 1 People feel awkward and self-conscious when asked to change. Provide education and information Tell me what you know….and don’t know

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 The Times They Are A-Changin’  ( Bob Dylan) Can My Co-op Board?

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  1. The Times They Are A-Changin’ (Bob Dylan)Can My Co-op Board? Maura Schwartz

  2. [Turn and Make] Changes (David Bowie)

  3. Dynamic 1 People feel awkward and self-conscious when asked to change • Provide education and information • Tell me what you know….and don’t know • Information=Predictability=Trust

  4. Dynamic 2The first thing people think of when change occurs is what they will lose…what they have to give up. • Have a mourning session. In life, what you resist, persists.

  5. Dynamic 3People will feel alone, even if everyone around them is going through the same change. • Structure interaction • Share information • Don’t be the only smart one in the group

  6. Dynamic 4People can only handle so much change. • Prioritize your changes. • Don’t overload.

  7. Dynamic 5People are at different levels of readiness for change. • Don’t label people. • Reach out and extend a hand to those less ready. • Use those who are ready as your cheerleaders and informal leaders.

  8. Dynamic 6People are concerned about a lack of resources: time, facilities, money, people, etc. • Understand people’s needs. • People need help knowing what additional resources are available. • Broaden their image.

  9. Dynamic 7If you take the pressure off, people will revert right back to the way they were before the change. • Manage the journey. • Relapse is natural - don’t announce a change and then disappear. • Avoid anger • Don’t worry, be happy!

  10. A Board’s Continuing Education • Financial Acumen • Strategic Thinking • Strong Communication Skills • Stay Up To Date • Entertain New Ideas & Different Perspectives

  11. A Board’s Continuing Education • Leadership • The importance of leadership and the link between good governance and effective, well run businesses.

  12. Diagnose the Effectiveness of a Board • Competency indicators • Red flags • Financial literacy • Behavioral governance • Drawing the “bright line” between the board and management

  13. Case Study Analysis • Growing Away from Big Coal • Western Rural Electric Co-ops • Opening a New Branch in Economic Hard Times • Mid Oregon Federal Credit Union • Introducing Desire for Change • Co-opportunity • Benefiting from the Board • Farm supply & marketing co-op

  14. Case Study AnalysisTable Group Tasks • Break into table groups by chocolate. • Take ≤5 minutes to read case study. • Appoint a facilitator, recorder and reporter. • Use flip charts to prepare your group’s report to everyone. • Total time for group task - 20 minutes. • Presentation not to exceed 8 minutes per group.

  15. Case Study AnalysisTable Group Reports • Review case study with your group. (Reflect back to the change activity.) Provide a summary of the case study in the report. • Determine board competency indicators. • Highlight any red flags. • Suggest appropriate continuing education topics for the board. • Describe how you will share the suggestions with the board so the continuing education sessions will be agreed upon and implemented.

  16. 12 Principles of Governance that Power Exceptional Boards* • Constructive Partnerships • Mission Driven • Strategic Thinking • Culture of Inquiry • Independent Mindedness • Ethos of Transparency * BoardSource, Continuing Education, Deborah S. Hechinger, 2009

  17. 12 Principles of Governance that Power Exceptional Boards* 7. Compliance with Integrity 8. Sustaining Resources 9. Results Oriented 10. Intentional Board Practices 11. Continuous Learning 12. Revitalization * BoardSource, Continuing Education, Deborah S. Hechinger, 2009

  18. Continuing Education in this Bad Economy? • Now is the best time to recruit board directors who you want on the team. • Recruit candidates from a diverse pool. • Make sure they are on the board when the economy rebounds. • Push for the continuous learning.

  19. Six Big Trends* • Financial Stress • Technological Acceleration • Diversity of Population • Redefining Family • MeBranding • Change in Work/Life Balance * BoardSource, Generating Change, Peter Brinckerhoff, 2007.

  20. Six Big Actions*Training Ideas • Include generational issues in training • Mentor and discuss among generations • Target market by generation • Recruit younger, more diverse board directors • Meet techspectations • Ask * BoardSource, Board Member Vol 16, #5, Sept./Oct. 2007

  21. Board Information System*Keep Boards Informed • Concise • Significance • Timely • Relevant to Responsibilities • Best Available Information • Context • Graphic Presentation * BoardSource 2009

  22. Can My Co-op Board Change? • Tap into directors’ expertise and experiences. • Focus workshops based on each of the 12 principles that power exceptional boards. • Include a tour as part of education. • Information, information, information. • Have Fun. Remember the 7 dynamics of change.

  23. A Change Is Gonna ComeSam Cooke Thank You You may eat the chocolate now.

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