Excellence in Execution: Keys to Effective Boards

1. Excellence in Execution: Keys to Effective Boards Management Society: Leadership Conference Provo, Utah Helena Hannonen and Sharon Worlton October14-16, 2004

2. Key Points about Boards They are legally responsible They are the greatest resource to create and sustain chapters Each board changes over its life cycle People should look at the horizon while doing meaningful work today Should consider alternate structures to extend their reach Plan turnover to have �fresh blood pumping to the heart� of the board.

3. Boards and Chapter Needs Leadership Program offerings and activities Funds Membership Communication Facilities Value added experiences to members

4. Strong Board=Strong Chapter Avoid having a board in your own image! Look for diverse talents, backgrounds, and networks Build on the common core values and goals of the Management Society

5. Strong Board=Strong Chapter President Create vision Set up systems Systems remain, people change Have a strong board Let people do their jobs Hold regular meetings Have a set time and day for board meeting!

6. Strong Board=Strong Chapter President-Elect Coordinate special programs and projects Get to know membership Support and substitute for the president as needed Look for opportunities to improve in the future Scout for new board members

7. Strong Board=Strong Chapter Past President and Advisors Sponsor the chapter activities and people Represent the chapter to a wider community Perform duties outlined by the president

8. Strong Board=Strong Chapter Treasurer Database, dues, event payments, bank accounts Secretary Agendas, minutes, flyers, historical records, etc. Webmaster Design and update web information Memberships Recruit and maintain chapter members

9. Strong Boards = Strong Chapters Programs Variety of programs to meet member needs and schedule demands Career Development Internships, career advancement, job placement, collaboration with other organizations Marketing Promote chapter and its programs to new and current members, and community

10. Structuring the Board Functional skills and capabilities Diversity and representation Women, non-BYU, non-LDS, global memberships Links to different interest groups and community Networks to universities, businesses, local government, other professional organizations, etc.Integration and support from other professional organizations.

11. Board Work Style Preferences Management and organizational vision and decision making Project management and coordination Detailed implementation of objectives and plans Accountability and Evaluation

12. Board Member Recruitment Look at the organizational needs Understand people�s motivation and personal strengths and preferences Explore new opportunities and or value added partnerships Where are the gaps and who can fulfill them?

13. Board Member Development Mentor and develop chapter board members formally or informally Accept mentoring: Even mentors need mentors Do succession planning and use management tool to develop board members Have experienced members work with new board members Learn the responsibilities of other board members Show appreciation

14. Board Development Accept mentoring from above Learn the responsibilities of other board members Mentor new people Do succession planning Use management tools for developing yourself and the board

15. Basic Processes Monthly Board meetings: face-to-face or virtual Planning and preparation for activities Contingency plans and support people Systems, Management Society resources and databases Facilitation

16. Board Meetings Use effective meeting facilitation skills Have an agenda and send out minutes, including action items Use technology to replace or supplement face-to-face meetings Review progress in meetings Follow up

17. Effective Board Management Orientation and mentoring Reference materials Personal board member contact Development Debrief meetings, participation in development activities, recognition of people, annual leadership conference at BYU

18. Accountability Be open and honest about what is going on in the Management Society Collect data regularly Create performance measurements Budget, membership, events, participation in events, number of scholarships, etc.

19. Building for Success Don�t promise until you can deliver Build on successes Don�t let critics set your agenda Understand the difference between a �church social� and management activities Avoid turning a well planned event into a disappointment Keep activities professional Pay attention to details Set up systems wherever you can Demonstrate proper speech and behavior

20. Characteristics of High Performing Boards Purpose Can describe and are committed to the common purpose Have goals and strategies for achieving them Communication Listen respectfully and value different viewpoints Express themselves openly and honestly Have warm and understanding interactions Empowerment Feel a personal and collective sense of power; Have access to needed training and resources

21. Characteristics of High Performing Boards Productivity Have clear problem solving that leads to excellent results Measure performance and productivity Flexibility Perform different roles and functions as needed Adapt and are open to new ideas and approaches

22. Characteristics of High Performing Boards Morale Are proud to belong to the Management Society Work with a sense of pride and satisfaction Recognition Are appreciated and recognized for individual contribution by the president and other members. Are recognized and valued for board contributions by Marriott School

23. Questions? Suggestions?