Resources

Board Preparedness: Building a Foundation for Success

In today’s dynamic environment of association governance, the need for a prepared, strategically minded board is critical. The FOCUs Framework for Board Success—encompassing Foundation, Orientation, Confirmation, and Unification—provides a comprehensive approach to ensuring that board members are not just equipped but are empowered to lead effectively from day one.

This article will delve into the first critical component of this framework: Foundation. Establishing a solid foundation is paramount, as it sets the stage for all subsequent phases of board preparedness – and can be structured to make an impact even before your board meets for the first time. Through strategic early engagement, associations can cultivate leaders who are not only knowledgeable but are deeply aligned with the organization’s mission and future goals..

Developing Leaders

Building a strong foundation for board preparedness begins with developing future leaders who are well-versed in the organization’s mission, strategy, and governance structure. Prospective board members should be provided with a robust knowledge base during the nomination and election phases through:

  • An in-depth review of the vision, mission, and strategy of the organization
  • An in-depth review of the governance structure of the organization
  • Clear and explicitly stated board values and culture, as well as the expectations of board members as they serve
  • Definitions of the roles and responsibilities of board members, make sure they understand what they are taking on as they join your board
  • Confirm the candidates service will not create a conflict of interest in becoming a board member and ensure the candidate has complete a conflict-of-interest form
  • One-on-one conversations between candidates and the CEO or board chair to explore various aspects of board service

This preparatory phase ensures that even those who do not ultimately serve on the board are still equipped with the insights and skills needed to contribute meaningfully to other leadership capacities within the organization.

Although many of these pieces can be seen simply as opportunities to transfer knowledge, an organization that gives intention to providing meaningful experiences can look to ‘up their game’ by doing more than sending over PDF’s and website links. Any of the above could be provided through 1:1 conversations with current leaders, through leader town halls for a group foundation building, or even in building a leadership preparation ‘course’ that anyone who is interested in running someday could take.

Working with Candidates

One of the most critical aspects of building a foundation is the opportunity for a one-on-one conversation between the CEO or Board Chair and potential board candidates. This discussion, while informal, is a strategic opportunity to explore the candidate’s motivations for running, their vision of how they can contribute for the organization’s future, and their understanding of what meaningful volunteerism looks like. Even if a candidate is not elected in the current cycle, this engagement can lay the groundwork for future involvement in other capacities, thereby strengthening the organization’s leadership pipeline.

Building a Foundation

Establishing a strong foundation not only prepares individual leaders but also helps the board focus on the broader vision and future of the organization.  Building this foundation involves a thorough review of the organization’s vision, mission, and governance structure to ensure that all potential board members are aligned with the organization’s strategic goals and are prepared to contribute effectively from the outset.

The FOCUs framework is centered on preparing your board to lead with confidence and clarity. The foundation stage will help you create a cohort of excellent leaders each board election cycle, and prime your board for the next FOCUs phase, Orientation.

To explore these concepts further and gain deeper insights into board preparedness, readers are encouraged to consult Vista Cova’s comprehensive Board Preparedness paper.

Cultivating Your Leadership Pipeline

In the ever-evolving landscape of association governance, identifying and cultivating future leaders is not just a strategy; it’s a necessity. A strong leadership pipeline ensures that your organization remains resilient and adaptable, equipped to meet both current challenges and future opportunities.

By proactively seeking out and cultivating potential leaders, associations can secure a steady stream of talent that will guide their mission and vision forward for years to come. This article explores the importance of building a leadership pipeline, where to find these future leaders, and how to nurture them into effective board members.

Future-Proofing Your Governance

Developing a leadership pipeline is not a one and done. It needs to be a continual effort that looks across the career trajectory of members. By engaging with future leaders early, your association can develop a steady stream of excellent leaders who have developed good governance skills so that, if any one day become members of the Board of Directors, they will have had a depth of experience and training. Additionally, this proactive approach to governance allows organizations to anticipate and prepare for leadership transitions, ensuring continuity and stability.

Although an organization that focuses on building their leadership pipeline will see meaningful expansion of their volunteer pool in the near term, the true impact will be realized in the long term as those who entered early become the leaders of the future.

Building Your Pipeline

Developing your leadership pipeline begins by identifying your emerging leaders and finding where they are learning to lead. Potential leaders are often already engaged in various capacities, whether through committees, councils, or even volunteering in member-led projects for the association. Identifying where these leaders congregate will help cement your leadership pipeline and give you the opportunity to seed good governance practices by introducing them to the association’s culture and strategic vision.

When you find specific areas and opportunities where emerging leaders are immersed in giving to the association, an opportunity arises to recognize those efforts and elevate their story. As these engaged, next generation volunteers are elevated, their peers will see that there are places where they can get involved too. Additionally, if they have positive experiences in these roles, they will be more likely to invite others to get involved.

These areas can also serve an additional function in your pipeline, observation. They allow current leaders to observe potential candidates in action, evaluating their readiness and alignment with the organization’s culture and goals. Even when emerging leaders are less active in these areas, your association can create opportunities for growth. For example, the Bay Area Apartment Association has successfully implemented a Leadership Lyceum program, where participants are exposed to mock board meetings and leadership scenarios, providing a proving ground for future board members. Identifying these leaders is the first step towards cultivating your leadership pipeline, now you must foster their growth.

Fostering Leaders

It is essential to provide emerging leaders with opportunities to learn and grow. One effective approach is to offer shadowing or observational roles, where prospective board members can learn directly from those currently serving. This hands-on experience is invaluable, as it provides insight into the responsibilities and dynamics of board service. Additionally, mentorship helps foster important relationships between generations of leaders, bridging gaps that may otherwise grow between current and future leadership.

Pairing emerging leaders with seasoned board members not only accelerates their learning curve but also builds a sense of continuity and shared purpose within the organization. Mission MSA does an excellent job of this through their Board Buddy program, which pairs current board directors with new ones to provide a safe space for questions and clarify expectations. Through a strong leadership pipeline, your new board members will be ready to lead and integrate into the governance structure before they even sit for their first board meeting.

It is even possible to start younger. For organizations that have corresponding student chapters, creating a parallel national student board of the organization can give further elevation to the next generation of voices while specifically highlighting those who could grow to be your Board members of tomorrow.

Growing Your Association

As your association looks to the future, the importance of a robust leadership pipeline cannot be overstated. By focusing on mentorship and proactive engagement, you can cultivate leaders who are not only ready to serve but are also deeply committed to advancing your organization’s mission.

Cultivating your leadership pipeline will help immensely as you look toward your association’s future. Excellent resources like Vista Cova’s Board Preparedness paper can help you lay the groundwork for your board and association’s growth through best practices and real-world examples, ensuring that your governance is as dynamic and forward-looking as the challenges and opportunities ahead.

Developing Your Board Preparation Checklist

Joining a board can be both exciting and overwhelming. To ensure a smooth transition and effective integration within the board, a checklist of needed preparation is essential. Developing this checklist helps board members understand how they and the organization will invest time and resources to prepare them to start as a knowledgeable and active board member on day one of service. For a complete look at the board preparation checklist, check out Vista Cova’s Board Preparedness resources today!

Consider Your Path to Readiness

Developing your board preparation checklist begins with reflection. Consider how you prepared board members in past cycles. Did the new board members feel adequately prepared and informed? Were there any gaps in their understanding that became apparent later on? Collecting and analyzing feedback from past orientations can provide valuable insights and help shape your designed approach for future board members. As you reflect on what a leader for your organization needs to lead, are there steps that should be part of a first phase of preparation before election – the foundation building – and others that should be specifically for those who will be coming onto the board – orientation?

Keep in mind that each board member brings unique experiences and learning styles. A one-size-fits-all approach might not be effective and tailoring the process of preparation to meet the needs of each individual can enhance their engagement in the process and retention of information. This personalization is made possible by clarifying the experiences each new member has had previously and then modifying the preparation checklist for deeper dives vs. quick reminders based on their background. This personalization can also take the form in how the knowledge and skills are transferred, utilizing different media. For example, some members might be bookworms who truly love to study while others may prefer audio learning on the drive to work – where preparation topics could be recorded much like a podcast.

Collaborating with external experts can be particularly beneficial here. As the checklist of foundational orientation items emerge, careful consideration of whose voice is best aligned for each step can elevate the knowledge shared. An organization may be able to tap into past leaders, long standing staff, or even outside experts to each take on different roles and share wisdom and expertise.

Board Preparation Topics

Developing the checklist your organization needs is a continual effort where shifting strategic priorities, cultural indicators, and the specific leaders may mean the list changes on a regular basis. A recent research effort into the topic assessed how 35 different associations addressed this critical annual process. From these interviews, a number of key areas emerged that organizations prioritized:

Nonprofit Governance Fundamentals: Understanding the principles of nonprofit governance is critical. This includes knowledge of legal responsibilities, fiduciary duties, and the roles of board members in ensuring organizational accountability and transparency.

Programs, Products, & Services: New board members should be familiar with the organization’s programs, products, and services. Providing an extensive outline of the work of the association and the impact it has will help board members make informed decisions and effectively advocate for the organization.

Cultural Integration: Integrating into the organizational culture is vital for new members. This involves understanding the values, norms, and behaviors that define the organization, as well as the values of other board members.

Strategic Priorities: Familiarity with the organization’s strategic priorities enables board members to align their efforts with the broader goals. This ensures that everyone is working towards the same objectives, fostering unity and purpose.

For a comprehensive view of this important topic, check out the Board Preparedness guide on Vista Cova’s resources page.

Developing Your Checklist

Joining a board can be both exciting and overwhelming, and a detailed checklist will help ensure that a preparation pathway is intentional, strategic and the leadership transition is smooth. The demonstration of effort will both provide transparency for those coming onto the board with what to expect alongside a tangible representation of what the organization is willing to invest in their success as a leader.

After the foundation and orientation phases are complete, a leader can then share what pieces were best directed and what can be improved for the future. As an ongoing commitment, this preparation effort will strengthen board leaders before they even sit down for their first board meeting.

Setting Your Board Up for Success

The composition of a board room is in constant shift, with new members entering the fold and the seasoned ones completing their tenure. A board’s perpetual transformation is a critical aspect of organizational growth and strategic development, and new directors bring a wealth of insights and experiences to enrich their organizations. The potential of ever evolving boards necessitates intentional planning and deliberate action, with a structure approach to board preparedness as a need to have rather than a nice to have.

Previously, Vista Cova released the Strategic Frameworks resources to acknowledge and address the acceleration of change the nonprofit sector has seen. Now, the Board Preparedness resource will help you seize this moment of change through the insights of 35 association leaders who have been navigating these waters and a unique framework to preparing your board members for success.

Setting Your Board Up for Success

Boards today face countless emerging challenges and rapidly changing industries. Building a strong foundation for your new and veteran board members through a focused, customized approach will enable them to thrive throughout their term, but developing your leaders begins even earlier.

Leaders do not appear from thin air; they grow and develop as they work in our organizations and industries. Identifying future leaders in committees, councils, or any other proving ground, can help you lay the groundwork for a leadership pipeline. Although the pathway to leadership will have many shapes and sizes depending on the organization, the consistent factor between them all is the critical design of best preparing them to succeed in their roles.

Seeding good governance practices and elevating a working knowledge of the organization’s culture and strategy isn’t simply accomplished by handing over a document for reading. For example, the Bay Area Apartment Association in Temple Terrace, Florida, hosts a Leadership Lyceum where participants complete mock board meetings and review financial statements, giving a better understanding of the functions of a board before a member is even nominated.

Board Members Before, During, and After

Developing your board is a continuous process. Organizations and leaders must engage with board members well before they begin their term, either through a development process such as a structured program of leadership development as they are involved with committees or components of the organization or, if seeking board service, as they complete the campaign and nominations process. During these processes, you can identify and meet future board members, solidifying (or developing) your relationship with them. Fostering a strong, communicative relationship with your board members is critical in working with them on enacting the organization and board’s goals.

As the top leaders that will serve on your board emerge, it is important to understand the needs of each new and returning board member and align your preparation efforts based on their knowledge and experience.  Do they fully understand the vision of the organization? Do they comprehend financial documents? Have they discussed what success as a board member look like? What does it look like for your organization? Developing a checklist and consulting Vista Cova’s Board Preparedness resource can help with this, as well as considering four important aspects of your process:

  • Priorities: What are the most important pieces of information an incoming board member needs to know? A new strategic framework or critical priorities may require more depth in the onboarding process to better acquaint board members with these focus areas. As you start a cycle of board preparation, ensure you are clear on what the highest priority components.
  • Density: Even as critical priorities emerge; you must be careful of a “firehose” of content for new directors to absorb. Consider hosting multiple onboarding sessions for new board members so they have adequate time and space to focus on and understand the organization’s priorities and strategy. An overload of information will diminish retention.
  • Inclusion: The onboarding process should be inclusive and accessible to all participants. Before any learning & development opportunities, encourage board members to share their format preferences so that you can increase their access to this process.
  • Feedback: How do you grow and improve between orientation cycles? Intentionally including service feedback in the confirmation stage of board preparedness, where you structure a role for returning board members to share their experience is critical. Subsequently, each cycle, you can then observe how new members navigate the onboarding process and speak with them directly to better understand where they believe improvements can be made.

Defining Success

Without defining success at the outset of service, it is difficult for a board member to feel successful. Each board member should be invited to share their own hopes and aspirations for their time in leadership. Are they looking to grow as a leader? Are they interested in public speaking and want to speak during events or conferences? By having your incoming board members share what success looks like for them, you can help tailor their experience on the board to match that, while directing them as champions for  the organization.

The composition of a board room is a place of continual evolution, with new members entering the fold and the seasoned ones completing their tenure. Through a robust and well-thought-out plan to prepare your board for service, you can help your realize a greater impact from their contributions as they are ready to serve on day one.

Want to learn more about how you can set your board up for success? Download the Board Preparedness resource now, and contact Vista Cova for more information.

Anniversaries and Gratitude

Anniversaries give us the opportunity to reflect on the journey that has taken us to this moment, all those who have supported us on the way, and then look up and ahead to what may come next.

This month marks six years of my company – Vista Cova. Over six years we have worked with just under 400 organizations. During that time we have been honored to be a partner in authoring vision and strategy, in designing and strengthening Boards and governance, and in teaching and building staff dialogue. We have keynoted, led breakouts, taught state, national, and global leadership whether in a meeting room or in a Zoom room.

The Vista Cova team has come into being – six years ago it was just me – and now we have the support of a growing network of staff and partners. These are the people who allow us to work on key initiatives for global nonprofits with hundreds of staff while maintaining our company value that the priority of an organization’s mission is not determined by the size of their budget. How to continue to build capacity while prioritizing culture, excellence, and care has been one of the greatest lessons I continue to learn as an entrepreneur.

Along the way, there have been so many who have supported the journey. As you reach a milestone, it is easy to forget the bumps along the way. There have been many, and it has been a community of brilliant and patient colleagues, friends, and family (including my munchkins) who have always been there to help keep Vista Cova on course, and to see the possibilities on the horizon, when the noisy priorities of the moment threaten to overwhelm. I am grateful for all of you.

As I look to what’s next, what’s ahead, the possibility of creation continues to guide the way for Vista Cova. We have created Association Charrette and, five years in, it continues to create a community for association executives and partners looking to explore greater understanding through inquiry and co-creation. We have had successive years of Association Rockstars highlight the path, stories, and insights of leaders in the association community. In the year ahead, we will be sharing how Vista Cova is continuing to commit to build an ever more diverse and equitable association profession and community. We are reaching across oceans to bring colleagues from afar closer together to learn from one another and about one another. This year will also bring thought leadership on the changing nature of strategy and partnership, bringing forward the necessity to create greater access to and skillset in facilitation. Underlying all of it is our daily work with mission-based organizations and their volunteer and staff leadership. Our world and society needs the power and inspiration of purpose and mission more than ever – and we look forward to every opportunity to build a better world together.

Six years is at once a significant period of time, and goes by in a flash. With gratitude for what has been, and with hope and excitement for what will be, my thanks, and the thanks of the entire Vista Cova team, for letting us serve, belong, and build our industry and community. 

Time as a Commodity

As we’ve been working with organizational leaders, and hearing stories of the challenges they are facing, time keeps coming up.

Forward-thinking organizations have always evaluated where their time is best spent and, if they have the resources, have applied funds to save time. We can even go back to this Forbes article from 2017 which talks about time saving purchases. Over the past several years, this has been taken to a new level as the balance of potential vs. missed opportunity that each moment holds feels more real than ever. Historically, organizations have always looked at places where they do not have internal capacity or expertise, or where strengths could be aligned to strategy and paid for external assistance or for streamlining services. These time-saving purchases were often driven by special projects, planned services, or point-in-time process improvement efforts.

The dynamic has changed. Now, whether as a result of staffing shortages, changing member needs, the increasing pace of change in the marketplace, or the shift in perspective and approach to living which emerged during the COVID pandemic, organizations and individuals are feeling stretched thin. They are carefully looking at where time is spent and opting out of those things where they do not perceive value or find worthwhile.

As with any challenge, there is always opportunity.

One example can be found as we look at meetings and conferences. Former practices of hosting three- to four-day long annual meetings with the expectation that Board or other volunteer leaders add on one to three days for governance meetings and pre-sessions, are becoming increasingly unrealistic. Attendees at such events are finding it ever more difficult to “step out of their life” for this length of time. When they do attend, they are often less present as they attempt to stay connected to their office and home while at the event. The ubiquity of Zoom meetings and remote work has exacerbated this, so “being away” no longer correlates to being unavailable. This causes us to question whether long, multi-day meetings are still aligned to how members and volunteers value their time.

In parallel, we continue to hear about difficulties recruiting and keeping volunteers at all levels of governance. More than ever, volunteers are highly attentive to the time commitment required – whether for committees, Board service or other areas of contribution – and when the commitment required is not clear, they are less likely to raise their hands. Compounding this are employers, once the steadfast sources of encouraging association involvement, now often deterrents as they prioritize the hours of their employees toward the business rather than service opportunities which take time from the workday. This trend is not new, however it is reaching an inflection point – preventing many organizations from being able to diversify their boards to align to member demographics. How do we rethink our governance structures to create “right” time commitments? What is the most impactful thing someone can do with the time they commit? Does everyone on the board have to commit the same amount of time?

Considering these questions will allow us to take a more nuanced approach to our governing structures. For example, a board could take a threshold approach to contribution. Where each board member is expected to contribute an amount of time that allows for meaningful and impactful service, with additional opportunities for contribution for those who are interested and able to give more. This would also result in the need to define new metrics for volunteerism and an ability to measure whether volunteers have a valuable experience while still fulfilling the commitment of time to the organization. Some great data and thoughts on measures can be found in the new research recently released by the ASAE Foundation on A Holistic Approach to Association Volunteer Management.

As with any challenge, there is always opportunity. To be prepared and to shift our perspectives and structures necessitates open dialogue, careful consideration, and time innovations. Now is the time for our organizations to ask themselves: Where we can create opportunities for impact through involvement that align to time availability? How can we strengthen commitment and loyalty by not basing the structures and impact of volunteerism only through the lens of how much time an individual can commit?

This article written in collaboration with Rhea M. Steele, FASAE, CAE, ODCP.

Developing Executive Presence

What is Executive Presence?

I was recently facilitating a workshop for a c-suite team of an organization and, in a discussion around what qualities of leadership were critical for team success, the importance of executive presence was identified. Even though all felt it was an imperative, what quickly emerged was the lack of a singular definition to guide the leaders.

In the end, we determined a balance of competence, confidence, and humility is that which composes executive presence.

Competence – While to some extent this does imply the leader has the knowledge and experience to address key situation and topics, there is not the implication they know everything. Instead, competence is a leader recognizing where they have key insights to share and, in the cases where they do not, they know where to go to gain the knowledge needed. Competence implies that, in partnership, a leader can help develop a path to the solution needed and, along the way, the team as a whole will learn and grow.

Confidence – It is easy to be a leader in the smooth-sailing times. It is in times of disruption, of conflict, of the unknown, where we all seek leaders who are confident in the direction we pursue. Confidence comes in many forms – it is not always the loudest voice in the room. Instead, confidence comes with conviction, with clarity, and with commitment. There is always room to pivot and adapt but, overall, a confident leader emboldens their followers and ensures the direction they are pursuing is where they need to go to accomplish their goal.

Humility – Probably the most important piece of the triad – humility is the awareness of oneself with all of the accompanying talents and flaws. Humble leaders recognize, though they are often better informed of the larger strategic picture, it doesn’t mean they are the smartest person in the room. Leaders with true executive presence use every interaction as an opportunity to learn, refine their own strengths, and build critical knowledge and connections to better serve as leaders. Confidence without ego is a narrow line, but when humility is embodied, it can set a tone and culture of partnership for the whole team.

In any senior leadership team, executive presence is not the sole responsibility of the CEO. Anyone who is looked upon as a source of strategic insight, who supervises and has the ability to embolden their employees, who is entrusted to represent an organization to external audiences, should embrace and engage their own executive presence. When competence, confidence, and humility are seen throughout an executive leadership team, the entire organization has a greater potential to advance their mission building stronger staff potential, output, and loyalty.  

Building Inclusivity

Over October 4 – 6, 2022 there will be a conference that “empowers association leaders to face today’s most critical issues.” I will not be attending.  And the reason why frustrates me just as much as missing the event.

When I learned the event was being held over Yom Kippur, my excitement about their commitment “to hosting a diverse slate of forward-thinking association executives and speakers” was stifled by an unspoken, glaring caveat. “Not including any Jewish person.”

In the Jewish faith, Yom Kippur is arguably one of the holiest and most observed holidays of the Jewish calendar. Anyone who has some level of observance will not be able to attend this conference in deference to their religion. For a corollary, what if the date was on Eid-al-Fitr? Ashura? Diwali? Easter? Christmas? (the list goes on).

As an association professional, the critical nature of professional development and a robust network of peers is clear. As we emerge from years of isolation, there is a palpable need and desire to come together to learn, reconnect, and strengthen ourselves and our community. Over the past few years, we have seen the priorities of diversity, equity, inclusivity, and access rise to the surface as organizations state vocal and public commitments to these principles. Many organizations who have made these statements are now at a crossroads of what it means to go beyond a public commitment, to action.

Unfortunately, this situation is a glaring and unfortunately, common, example of the statements of an organization not lining up with their actions.

When alerted about this conflict, the organizer shared a message with their community that acknowledged the conflict with two points:

  • An oversight as event planners
  • A busy event industry calendar that is packed from postponed conferences

This was accompanied by an offer for those unable to physically attend to register for the virtual alternate meeting. What was missing was an apology, a pledge for the future, and there was a missed opportunity for greater community learning.

In truth, prior to 2020, similar occurrences took place regularly and notes sent to the organizing association were usually met with apology and, occasionally, a change in date. Yet, in this moment where our organizations have endeavored to learn and grow since the events of the early 2020’s and many have put out statements professing their attention to diversity and inclusion, the oversight doesn’t feel the same. A colleague of mine this morning said it well:

Intention doesn’t absolve people of the impact of their actions.

Diversity and inclusivity have many definitions. Successful consideration of them does not happen by accident. If your association is planning or hosting a meeting in the near, or far, future. Please take a moment to look at a calendar containing observances and non-Christian holidays before selecting your dates. If you would like to go a step further, you can even surface those dates to educate your membership as FSAE has done. If you do find your organization has scheduled on top of an observance, don’t wait for a member or excluded participant to reach out. Instead:

  • Acknowledge and Apologize – and make a commitment to the future
  • Accommodate – if there are special needs for the holiday, provide options for the meal, space, etc. needed to observe the holiday while at the event
  • Alternative – identify if there are ways for those who cannot attend due to holiday observations to participate in a different way
    • Consider providing complimentary or dramatically reduced access to recordings
    • Allow speakers to submit a prerecorded session or webinar on a different date
    • Move the sessions of affected individuals to different times/dates

I hope we can all learn together on this journey of growth and awareness and all find meaningful opportunities to do better, to be better. We all have so much to offer one another, how are you designing your events to be open to all?

An Executive Committee Recalibration

The role of the executive committee has changed dramatically over the past three years.

Our boards of directors and officers are the voices and the faces of our organizations. They are those we turn to as leaders who tell the story of the mission, inspire future leaders, and spotlight key progress and milestones on an organization’s journey – building a sense of belonging among members. This is not something only done at quarterly board meetings, it is an ongoing effort.

For most organizations, in addition to the board of directors, there is an executive committee. While nuanced, in most cases, the executive committee consists of the officers and the CEO. This small group is often charged to meet more frequently than the board of directors to conduct the business of the organization on behalf of the board between board meetings to ensure activities advancing strategic goals progress when decisions and input are needed from volunteer leaders. With this charge comes an expectation and trust that, when issues of a significant nature arise, the executive committee recognizes when they are being presented with something that goes beyond their assigned role. In these instances, they can decide if the issue demands a quick call for a meeting of the board or deliberation and decision at the next board meeting.

The challenge we currently face is one of leaders who have just come out of a period of crisis response where executive committees have been expected to engage in a different type of rapid, frequent decision making for the organization.

Because cascading societal disruption has caused organizations to be in crisis response mode, executive committees have taken on responsibilities which in ‘normal’ times, would have been within the purview of the board or staff. In a passing crisis, this shift would absolutely be expected, and normalcy would quickly return. However, in a prolonged period – such as over years, crisis actions become new norms and habits which can be detrimental to the organization.

Many associations now find themselves with an executive committee whose intent and actions are out of alignment with their role in maintaining forward momentum in increments between board meetings. For some organizations, it is resulting in the executive committee becoming a shadow board of directors, making decisions that should be sent to the full board, or coming to the board having already had a discussion with a decision ready for a rubber stamp. In other circumstances, the executive committee is engaging in tactical decision-making, shifting the balance of the board-staff partnership in unhealthy ways.

It is important for these organizations to make a correction now to ensure the balance between board, executive committee, and staff is restored. When out of balance, staff feel they are unable to innovate and take action based on their expertise without constant volunteer checks and approvals. The Board can feel they have been placed in the role of endorsing the decisions of the executive committee instead of engaging in deliberations or decision-making themselves. The board should again be imbued with the power to strategically guide and advance the mission of the organization and the professional staff should be respected and empowered to take action in their areas of expertise. We’ll talk more about the staff component of this in [part 2 – coming soon] of this series.  

To succeed in advancing the mission of the organization, it is time to take a step back and assess the purpose of the executive committee. Not for a few years ago, not for today, instead, for the future.

The executive committee should be in service to the board, staff, and membership, enabling them to fulfill their roles as strategic advisors and implementers. They should have the space to identify and lift up the voices of members, recognizing when voices or perspectives are missing, and elevating individuals whose voices need to be heard (instead of speaking for those individuals).

By recognizing the needed shift, executive committees can take a fresh look at what their role should be and how they define success for the precious time they spend together.

How is your executive committee spending their time?

Strengthening Organizational Leadership through Scenario Planning

Strength in scenario planning takes practice.

Over the past two years, we have said our boards of directors and organizations need to be more nimble in response to societal disruptions. Over the course of a pandemic, workforce disruption, political discord, race relations, and more, we have seen organizations who shifted from a single, reactive response to a proactive scenario planning approach were better situated to navigate these rocky waters.

Here we are again. With the outbreak of conflict in Europe, we are at the start of a global disruptor that may (hopefully) resolve quickly, though with a terrible loss of life and livelihood, or could be a conflict that lasts months or years. No matter the path, this is one of those clear moments of societal disruption.

Every association, within the next three business days, should call a half hour meeting of at least their Executive Committee/Officers, if not their Board, to have a structured foresight-focused conversation about what scenarios the organization should design for a world that now includes this conflict.

It is possible what will emerge is that we don’t have enough information yet. Perhaps leaders will reflect they don’t see how this will directly impact the organization.

Or, perhaps, they will recognize there are members who belong to the organization and live in these regions. There may be companies, sponsors, or partners whose business will be impacted by the conflict. Or the potentials for economic, humanitarian, or cultural fallout will directly impact the organization.

The simple exercise of a structured, collaborative, inquiry-focused discussion of the potential impacts of this societal disruption on our membership, our community, and our organization is worthwhile unto itself. The practice of scenario planning is just that – a practice. By acting in the moment, it is not a made-up situation, but a real-world disruptor where leadership can practice the skills they have built over the past two years.

From such a meeting, a number of outputs could emerge:

  • A number of possible, or likely, scenarios given to staff and/or a volunteer group to map out and bring back to the Board.
  • A discovery of questions surrounding data, risks, and opportunities presented by this disruption where the organization will quickly seek knowledge.
  • The ability to bring scenario-specific dialogue to a larger body of volunteers, or even the membership, for partnership in preparation and response.
  • The start to a communications approach, with reflection and agreement on where the voice of the organization should appear in support of mission, member, and global citizen.

Taking the time, even briefly, to have leaders put into practice the skill of scenario planning today will better prepare the organization for the possibilities of tomorrow and build the leadership strength our organizations need to see.