aore leadership university 301

Leadership University301

Holly Duckworth, CAE, CMP@hduckworth

www.leadershipsolutionsintl.com

Do I have to give up my Chaco’s?

Do I have to wear one of these?

Did I miss anything if I missed Leadership 101?


Know what it takes to step onto the board and become a director/officer

Learn more about leadership rules, regulations, and governance

Succession Planning

Leadership 301 Intentions:

Our Presenter today: Holly Duckworth, CAE, CMP

2006 – 2007 MPI Chapter President 2007-2010 MPI Chapter Business

Manager 2010 Leadership Solutions

International National Speakers Association 2012 Finalist in NSA Speaking

Competition American Society of Association

Executives Certified Association Executive Author CRP Handbook ASAE Faculty

Who are you as a leader Competence Integrity Dependability Confidence Open Minded Responsibility Servant Leader Creative

Communication Patience Organization Time Mgt.

Outdoor recreation professionals as Leaders Leaders Participate

Leadership 101

Who are you as a Leader?

Tap your gavel?

Wave the magic wand

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What are you supposed to do as a leader

Set Direction Manage Resources Build a Team Hold people accountable

Leadership 201

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CareCut in small pieces

Create Solutions

Celebrate

Successful Leaders:

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@hduckworth #AORE

Understand Motivations of the person Learn a skill Share a skill

Member Engagement

Members mean greater impact to your vision mission

Save organization time Increase organizations revenues


The Perfect Board:

@hduckworth #AORE

Questions to Ask Yourself

Am I committed to the mission of the organization?

Can I contribute the necessary time to be effective?

Am I comfortable with the approach to fundraising?

Can I place the organization’s purposed and interests above my own professional and personal interests when making Board decisions?

Responsibility of Directors

Must know and understand the mandate of the organization

Must be familiar with those whom they serve (i.e. the members)

Must be transparent in their operations Must develop appropriate policies and procedures Must avoid conflict of interest

Responsibility of Directors

Must be fiscally responsible Must implement assessment and control systems

(i.e. for finance, strategic planning) Must plan for succession and the diversity of the

Board

“Directors are required to exercise their power with competence (or skill) and diligence in the best

interests of the corporation.

They owe what is called a “fiduciary duty” to the corporation. The duty is a “fiduciary” duty

because the obligation to act in the best interests of the corporation, at its core, is an obligation of

loyalty, honesty and good faith.”

Duty of Care

Directors’ fiduciary duties can be divided into two main branches:

a) the duty of care; and,b) the duty of loyalty.

The duty of care imposes on directors a duty ofcompetence or skill – i.e., a requirement to act

with acertain level of skill; and a duty of diligence.

The dutyof skill and diligence must be performed to a

certain“standard of care”.

Duty of Loyalty

The duty of loyalty requires that a directoract honestly and in good faith in the best interests

of the corporation. Among other implications, it means that a director is not allowed to profit from

his or her office (the “no profit rule”) and must avoid all situations in which his or her duty to the Corporation conflicts with his or her interests (the

“no-conflict rule”).

Conflict of Interest

An apparent conflict of interest occurs when the answer to the following question is

"yes":

Would a reasonably informed person perceive that the performance of the director's duties and responsibilities could be influenced by their

financial or material interest?

Conflict of Interest

Occurs when: a board member diverges from the Chapter’s

professional obligations to a private interest involving actions that are determined by personal or financial gain

a board member acts in a position of authority on an issue in which they have financial or other

interests @hduckworth #AORE

Examples: Conflict of Interest

Directors could be in conflict of interest if they offer services to the chapter on whose board they serve even if the charge for these services is at or below the market value.

A board member who has check writing/signing authority is responsible for paying invoices from a relative or business partner even for legitimate services

The chair of a chapter event or the Chapter Board receives complimentary registration/hotel for an event

Executive committee is chapter nominations committee

Liability of Directors

Directors are responsible for breaches of their fiduciary duty to the corporation. They can be held personally liable for breaches of statutory provisions that

impose responsibility on them as directors.

Directors are liable for the crimes that they commit themselves, even if committed

while executing their responsibilities as a director.


Directors are usually not personally responsible for the contracts they sign on behalf of the organization

as long as they have the legal right to do so.

@hduckworth #AORE


Directors can be held personally responsible for scenarios that include unsafe venues, the

inappropriate actions of volunteers (for example, libel and slander in an organization’s

communication vehicle, such as a newsletter or website), or the inappropriate use of organizational

funds.


Directors can be held personally responsible for acting outside their authority, for example, by

signing contracts when they are not empowered to do so.

They may also be held responsible for the improper use of member record information.

@hduckworth #AORE

Role of the Board

Communicate. Listen. Seek to understand before you seek to be

understood. Speak! Don’t be afraid to be understood. Question? This leads to greater understanding and

better decisions. Make decisions based on situation not personality;

avoid all appearance of conflict of interest

@hduckworth #AORE

Role of the President

The President is the facilitator. They do not control the discussion or mandate policy. The main role is

to ask questions and listen.They are the official spokesperson for the chapter,

unless they choose to designate someone else.

@hduckworth #AORE

President

The President shall serve as chairman of both the Board of Directors and the Executive Committee. The President shall also serve as a member, ex-officio, with right to vote on all committees except the Nominating Committee.

At the Annual Meeting and at such other times, the President shall communicate to the members such matters and make such suggestions that will promote the welfare and increase the usefulness of the Chapter.

The President shall perform such other duties as or as may be prescribed by the Board of Directors.

Role of Board Members

Keep the best interests of the membership and of the organization in mind.

Support decisions once they are made. Your time for questioning is during the meetings.

Be fiscally responsible.

@hduckworth #AORE

Role of Staff

Implement the Direction Set by the Board Empowered to make financial decision as set in the

framework of the budget Knows and implements policies as set by the board Maintain and be the voice of history for the

organization gently reminding board of Polices & Bylaws to guide them in decision making

May be to take minutes and notes of meetings

Role of Staff is NOT

Micro managed decision making Question decisions made

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Bylaws

You have one set of Bylaws as written by AORE These are the rules by which you operate, your

“constitution”

Bylaws

Bylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities

Bylaws

Bylaws also govern: Meetings Voting

Quorum Procedure

Elections Your governance structure

Board of Directors Executive Term of office Removal of Board members

@hduckworth #AORE

Bylaws

Specific Committees Nominations Finance

Financial Operations Dissolution of the organization

Policies

The Only Reason to have a Board Meeting is:

To set/change policy or budget for the Association

Board Meetings Should: Be no longer than 1 hour in length Should be strategic in nature All “action” should be made in the form of a motion

and submitted in writing 1 week prior

The Perfect Board:

@hduckworth #AORE

An effective board of directors: ___EDUCATES____, ___________ and___________________ and _________ how to achieve the organizations

goals.

An effective board of directors: ___EDUCATES____, ___CONNECTS____

and___________________ and _________ how to

achieve the organizations goals.

An effective board of directors: EDUCATES, CONNECTS

______INSPIRES________ and _________ how to achieve the

organizations goals.

An effective board of directors: EDUCATES, CONNECTS

INSPIRES and ___DECIDES____ how to achieve the organizations goals.

9 Tips on Strategic Board Conversations

Ask the right pe0ple Put them in the right seats – clear job descriptions Show them the way with documentation – bylaws,

policies, business plans, agendas Documented vision they believe in Keep pulling them back to 30,000 feet Measurable goals (data) Share with your members/partners Show them how the logistical will get done if they are

strategic Celebrate Success

Your board should start working themselves out of a volunteer job the day you accept it

Build bench strength with committees, co-chairs, and ad hoc volunteers

Succession Planning

Why Succession Planning

Secret Millionaire

@hduckworth

What you visualize, you will actualize

What do you see today?

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Succession Planning

Leadership 301 Intentions:

Role of the Board of Directors

@hduckworth #AORE

Thank you!

Holly Duckworth, CAE, CMPwww.hollyduckworth.com

www.leadershipsolutionsintl.com

503 887 4112@hduckworth

http://www.hollyduckworth.com/

http://www.leadershipsolutionsintl.com/