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. education organizational culture the topic of the day

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

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

problem analysis what makes a school successful?

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

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

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

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.”

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

generative thinking the future of leadership

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

generative thinking in organizations Generative Thinking Sensemaking Cues & Clues Frames New Practices Work at boundary Think retrospectively Deliberate differently Familiar Processes Policy making Strategic planning Problem solving Familiar Practices “SWOT” Needs assessments Cost-benefit analysis Trial & Error Implementation Management Service delivery Evaluation

what do board members really want?

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

> stellar board makeup > passion for the cause listen to the truth “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.”

> stellar board makeup > passion for the cause > dedicated, smart, visible CEO listen to the truth “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.”

> stellar board makeup > passion for the cause > dedicated, smart, visible CEO > an inspiring CEO who engages board members listen to the truth “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.”

> 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 listen to the truth “Some boards have fallen far away from generative thinking and the exercise of meetings becomes rote. Formal no-talk board meetings quickly become ungratifying.”

> 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 listen to the truth “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.”

> 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 listen to the truth “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.”

> 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 listen to the truth “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.”

> 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 listen to the truth “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.”

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.

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 accurate assessment includes many elements

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 board

staff

how will you use this knowledge?

Thomas C. Gutenberger Vice President for Advancement

K. Craig Rogers Vice President for University Advancement

Alex Smith Vice President - Development

how will you and your institution … evolve?

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

alignmint | recap > board members give to educational institutions where their personal satisfaction is high and their respect for and like of the president is significant. > satisfaction of the board is the responsibility of the president.

alignmint | action steps > revisit your board recruitment– are you asking the right questions and meeting several times? > take a look at your board meetings - socializing time? - active discussion? > arrange for chair and president to meet with board members individually - happy with experience/committee assignments? - suggestions for change? > start or encourage more informal president/board interactions – in and out of meetings > encourage board (and president) to read the truth about what nonprofit boards want

thank you for making this a great one day workshop! june bradham president corporate developmint