ACAM – ED Training March 12, 2009 Rose Mary Fry, Executive Director Texas Nonprofit Management Assistance Network rmfry@txnetwork.org (210) 558-7016

Goals To share results of Executive Director survey. To highlight several board engagement techniques. To practice dealing with current job challenges. To discuss challenges and explore problem-solving techniques.

Types of Board Engagement Creation and implementation of Strategic Plan Recruitment of new board members Network to the community Connections to expertise Oversight of financial and legal issues Engagement in fundraising strategies Sounding board and resolution for problems Marketing of the organization

Techniques of Board Engagement Sharing of expertise needed Selection of a strong Board President Working Executive Committee Effective working committees Individual meetings with board members Honest and respectful communication Willingness to deal with reality Ability to deal with differences and conflicts

Common Challenges Micromanagement by board Limited engagement of board Board or staff going directly to each other Lack of board leadership in the Board President Limited understanding of the clients served Solutions are reactive rather than proactive

Common Challenges Engagement of Board in Meaningful Work: _______ Challenge of Fundraising: ___________________ Adequate Facilities: _______________________ Degree of Challenge: Low/1 – Very High/10

Current Problem Description: Desired Outcome: Barriers to Solving It:

Conflict Resolution Techniques Mind Mapping STRIDE

Mind Mapping Design a focus question. Write the focus question in the middle of a blank page. Record ideas to the focus question. Draw balloons around responses and connect with lines to the focus question. Suspend your judgment about the value of the idea.   Go for quantity and it increases the chance of quality.

Mind Mapping Board Engagement in Fundraising

STRIDE Often work is done on a problem, but since only surface problems are tackled, the problem REMAINS.   Rework involves costs to people and the organization. Problem remains primarily for two reasons: The solution was not a good one, as it did not get to the core issues. People did not follow-through on their commitments.

Factors/Problem-Solving People must be in the right frame of mind/context. Four factors must exist:   Alignment - People involved must agree on the overall purpose of the larger system. It must be important to everyone. It is important to agree beforehand how the final decision will be made. I.e. what the group and what the supervisor will handle. Integrity - Everyone must trust one another. “You will do what you have promised.” Responsibility - All must take 100% responsibility for resolving the issues. Commitment - It is important to go on record to say that it will happen. This step implies the will and energy to make it happen.

STRIDE 1. S: The Situation Now 2. T: The Target 3. R: Reasons/Restraining Forces 4. I: Identifying Key Restraints/Ideas 5. D. Deciding/Doing/Designing 6. E. Evidence of Success/Evaluation

STRIDE/Current Problem S: The Situation Now T: The Target R: Reasons/Restraining Forces I: Identifying Key Restraints/Ideas D. Deciding/Doing/Designing E. Evidence of Success/Evaluation

STRIDE/Current Problem S: The Situation Now T: The Target R: Reasons/Restraining Forces I: Identifying Key Restraints/Ideas D. Deciding/Doing/Designing E. Evidence of Success/Evaluation

Bibliography Buzan, Tony and Buzan, Barry, The Mind Map Book: how to Use Radiant Thinking to Maximize Your Brain’s Untapped Potential, Plume, 1996. Noone, Donald J. Ph.D., Creative Problem Solving, 2nd Edition, New York: Barron’s Educational Series Inc., 1998. Porter, Michael E., Competitive Advantage: Creating and Sustaining Performance, The Free Press, 1985, 1988.   Pritchett, Price and Pound, Ron, High-Velocity Culture Change, Dallas: Pritchett & Associates, 1994.

Homework 1) 2) 3)