Transcript Document
Managing your Board for Effective Leadership Tessé Akpeki Consultant - OnBoard 12 October 2013 © OnBoard 2013 CIGAR • • • • • C Current Situation I: Ideal Outcome G: Gap between C & I A: Action Plan R: Review (and evaluation) Emotional Intelligence • • • • • Self Awareness Self-Management Self-Motivation Awareness of Others Relationship Management Johari Window Model known by self unknown by self 1 2 open/free area feedback solicitation known by others ask- blind area tell unknown by others hidden area 3 shared discovery selfdiscovery self-disclosure/exposure others’ observation unknown area 4 Circles of Influence would be in the Shape of an Onion CORE Emotions that Lead to Action Anger (Acquire) Fear (Defend) Happiness /Sadness (Bond) Surprise (Learn) Behavioural Governance • Increased emphasis on people issues • Structures and procedures not sufficient for good governance • Importance of board as a team • Group dynamics How to Deal with difficult behaviours • How to deal – Role of chair – Informal approach – Mediation – External facilitator – Resignation – Removal – Consider alternative roles How to Prevent: Clarify Expectations • Recruitment – Clear job descriptions – Criteria in person specification • Induction – Understanding of role and responsibilities – Collective responsibility • Code of conduct • Letter of appointment Are performance Expectations defined and understood? • • • • • Board Reviews Trustee Reviews Review of board meetings Mentoring of trustees Governance Review – Composition and size of board Succession Planning • • • • • Bringing in new trustees Replacement of long serving trustees Change of chair Change of other officers Retirement of founder chair/trustee Why is it Important? • Failure to address fault lines or weak processes can lead to – Lack of continuity – Lack of leadership – Loss of direction – Conflict • Effective process can be catalyst for strengthening governance Constitutional Provisions • Terms of office • How long for maximum term? • Option to extend in exceptional circumstances • Staggered terms Procedure • When should it be carried out? • Who is responsible for succession planning? – Full board – Ad hoc group – Nominations committee Recruitment Procedure • Timetable – How long a lead in? – Overlap with outgoing chair/officer? – Attendance of prospective trustees at board meetings • • • • Advertise/Head-hunters Interviews Appointment Panel Meeting with trustees/staff/volunteers Recruitment Process • Job description – Time commitment • Person specification/profile – – – – – – Skills Experience Qualities Commitment/cohesion/camaraderie Diversity Conflicts of Interest Live Issues: identify the governance needs • Is process different if trustees and officers elected by large membership? • Is the ideal to seek for new chair and other officers from within or outside the board? • Is an advisory panel a good source of potential trustees/officers? • What drivers encourage healthy behaviour? • What behaviours are unproductive? The Founder Trustee The Dominant Trustee The Bullying Trustee The Unengaged Trustee The Representative Trustee Role Confusion The Angry Trustee Tessé Akpeki OnBoard Governance Development 2-6 Cannon Street London EC4M 6YH Tel: 020 7551 7723 Mob: 07931 781242 Fax: 020 7551 7800 E-mail: [email protected] Web: www.on-board.org