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the truth about what boards want passion, partners, and alignment

the truth about what boards want passion, partners, and alignment. presented by: june bradham, cfre president corporate developmint. presented to case III – richmond september 21, 2009. this presentation is not simply about what is . it’s about what can be in the ideal world.

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the truth about what boards want passion, partners, and alignment

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  1. the truth about what boards wantpassion, partners, and alignment presented by: june bradham, cfre president corporate developmint presented to case III – richmond september 21, 2009

  2. this presentation is not simply about what is. it’s about whatcan be in the ideal world. the topic of the day education organizational culture

  3. in today’s environment schools must do everything right Leadership Boards Students Mission Donors Faculty

  4. why are some schools highly successful while other are barely staying alive?

  5. problem analysis what makes a school successful?

  6. # 1predictor of success was the amount of giving by the governing board

  7. personal satisfaction predictor of success what the data shows respect for the president what makes a board member want to give?

  8. competitive landscape each must have a board each must have a leader

  9. Dancing with Uncertainty: Keeping the Heat and Lights on in the Nonprofit Sector Winter 2008 “every nonprofit will be affected and there are no bystanders in the game.”

  10. how to do everything right? but it doesn’t have to be…

  11. generative thinking the future of leadership

  12. generative thinking the future of leadership Generative Curve Amount Typical Board Involvement Curve Time The Fastest Way to an Engaged Board

  13. generative thinking in organizations

  14. what do board members really want?

  15. listen to the truth > stellar board makeup “I want my fellow board members to have best-in-class skill sets. We can scrub an issue and get something done.”

  16. listen to the truth > stellar board makeup >passion for the cause “I just need to have the gumption to say if I am not committed, no matter who asks me. When I do not do that, I hate going to the meetings and I am a horrible board member.”

  17. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO “For me the CEO is critical. CEOs have to handle big time entrepreneurs with huge egos on their boards. We can talk big and give big money, but they have to be able to articulate their vision in a way we find exciting and credible.”

  18. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members “If the CEO doesn’t truly want the board to engage, that is no place for me. There are two sides to a handshake: the organization needs to feel it really needs me, and…it needs to engage me in a really meaningful way.”

  19. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members >plenty of time for board members to socialize “Some boards have fallen far away from generative thinking and the exercise of meetings becomes rote. Formal no-talk board meetings quickly become ungratifying.”

  20. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members >plenty of time for board members to socialize >trust and transparency “If you are on a board and not getting the full picture of financials or HR issues, you need to leave the board or take action with the CEO.”

  21. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members >plenty of time for board members to socialize >trust and transparency >asks that follow a great experience, not just a sense of obligation “Let’s get real. If I weren’t rich I wouldn’t be sought after as a board member. But just being asked is no longer the honor it was when I was young. I started out with charity and ended up with philanthropy. Today, I spend my time and money where I feel I can make the biggest difference.”

  22. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members >plenty of time for board members to socialize >trust and transparency >asks that follow a great experience, not just a sense of obligation >plenty of opportunities for board members to get their hands dirty “When considering a board, I now interview them well enough to see if they want my engagement—not just my money. If they do not want my brain, then I don’t want to serve.”

  23. listen to the truth > stellar board makeup >passion for the cause >dedicated, smart, visible CEO >an inspiring CEO who engages board members >plenty of time for board members to socialize >trust and transparency >asks that follow a great experience, not just a sense of obligation >plenty of opportunities for board members to get their hands dirty >meaningful lessons that complement current skill sets—not training “For me to connect with a donor, I need to be able to be clear about what we do and how we can impact systemic problems. This means learning to tell the story—and that takes training.”

  24. AlignMint™: The correct positioning of different leadership components within an institution (i.e. president, deans, governing board, advisory boards, campaign committees) so that each component can perform with maximum effectiveness to achieve the mission of the institution.

  25. accurate assessment includes many elements • giving by board members • major/planned giving emphasis • face to face contact with prospective major donors • moves-management-style programming • AlignMint™ surveys • board (which board will depend on focus of assessment) • president or chief administrative officer who interacts with specific board • key staff who interact with board

  26. board • 100%: • are inspired by and admire their CEO • said their CEO’s vision inspires and motivates them • have a friendly, information relationship with their CEO • feel valued beyond their ability to give financially • are comfortable speaking out at board meetings • have formed deeper bonds with fellow board members • believe they are having a positive impact • believe part of their responsibility is to give financially • include this organization in their top three philanthropic priorities • strongly agreed they had a direct hand in 2 board accomplishments

  27. board

  28. board

  29. board

  30. board

  31. board

  32. staff

  33. staff

  34. staff

  35. staff

  36. staff

  37. staff

  38. staff

  39. staff

  40. staff

  41. staff

  42. staff

  43. how willyouuse this knowledge?

  44. Thomas C. GutenbergerVice President for Advancement

  45. K. Craig RogersVice President for University Advancement

  46. Alex SmithVice President - Development

  47. evolve? how will you and your institution…

  48. alignment take away |self assessment > discovery > building the relationship >full commitment

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