1. So you want to be an NDFB Board member? Succession Planning
NDFB Leadership Committee
Under the umbrella of succession planning the NDFB Leadership Committee developed a new way to look at the process of recruiting and growing leaders for the BOD

2. PURPOSE
NDFB is an independent, statewide, non-governmental, voluntary organization dedicated to improving opportunities and prosperity for all North Dakotans by advocating for our state’s largest, renewable, economic sector: agriculture.
A major consideration when developing succession planning is to keep in mind the NDFB’s purpose.
The overall purpose for the NDFB organization is to be an independent, statewide,
non-governmental, voluntary organization dedicated to
improving opportunities and prosperity
for all North Dakotans
by advocating for our state’s
largest, renewable, economic sector: agriculture.
Those seeking leadership positions within the organization need to understand and role model the organization’s purpose.

3. Succession Planning History Growing Leaders Bylaw support Vetting
Growing versus Weeding
Growing Leaders
Education / training in essential knowledge, skills, capabilities
Bylaw support
Succession Planning Committee
Succession planning is a method to assist potential leaders to grow within an organization.
Succession planning introduces potential leaders to the organization’s mission, vision, purpose, and governance.
It is essential to clearly differentiate between vetting, which is often used to weed out candidates who don’t measure up.
In succession planning, it is believed that with mentoring, role modeling, and education many folks who may not possess all the skills one needs to be successful when serving on boards, can be assisted in attaining a basic set of skills, knowledge and capabilities that serve them well for board service.
To make succession planning part of the overall structure of NDFB, a bylaw change was approved in This change makes succession planning part of how NDFB assists both present and new leaders to grow.

4. The nominee assessment
Given the purpose of the North Dakota Farm Bureau, the NDFB Nominee Assessment Worksheet was developed by the NDFB County Leadership committee to help establish a system by which candidates seeking the position of district representatives who serve on the state board of directors could be evaluated and introduced to the membership.
This process is meant to better inform voting choices. The process strives to identify and recruit candidates that are qualified for state office positions. The evaluation helps recognize areas of strengths / weaknesses potential candidates bring to the table.
The NDFB Nominee Assessment Worksheet was developed by the NDFB County Leadership committee to help establish a system by which candidates seeking the position of district representatives who serve on the state board of directors could be evaluated and introduced to the membership.
This process is meant to better inform voting choices. The process strives to identify and recruit candidates that are qualified for state office positions. The evaluation helps recognize areas of strengths / weaknesses potential candidates bring to the table.
And a mechanism for candidate education/ training was developed to assist those who would like serve but may not possess all the necessary qualifications.

5. How does the Succession Planning Committee work?
County completes Nomination Worksheet for district representative
Succession Planning Committee (SPC)
Compile county nominations, review worksheet, offer additional training as needed
District has at least 2 candidates
District has less than 2 candidates
SPC recruits to reach at least 2 candidates for that district
So, how does the Succession Planning Committee work?
The County Farm Bureau retain the nomination responsibility by recruiting/ filling out the Nomination Worksheet/ and submitting the worksheet 90 days ahead of the State Annual Meeting to the Succession Planning Committee.
The SPC compiles the county nominations for the district. The worksheets are reviewed and when weaknesses are identified, additional training is offered to the candidates. All the info that is gathered on the worksheet is used in a candidate profile that members have access to so they can make good choices when it come to the District Level meetings held during the State Convention.
When districts have at least 2 candidates it allows for healthy campaigning and choices for the district. When districts do not have at least 2 candidates the SPC goes to work to find additional members willing to serve who are qualified to serve on the State Board of Directors.
Nominations can come from the floor at the district level meetings during the state convention as long as the candidate fills out the Nomination Worksheet and the person nominating them shares the content with the membership before the election.

6. Findings help identify gaps in knowledge, skills and capabilities.
The Nominee Assessment Worksheet not only helps the membership get to know the candidates but offers the candidates a method for self evaluation.
Findings help identify gaps in knowledge, skills and capabilities.
Here is a look at the Nominee Assessment Worksheet.
The Nominee assessment worksheet not only helps the membership get to know the candidates but offers the candidates a method for self evaluation.
Findings help identify gaps in knowledge, skills and capabilities.
The form is filled out by the County FB BOD and the nominee signs the form.
The County FB BOD is responsible to forward the form to the Succession Planning Committee at least 90 days before the State Annual Convention.
The criteria was gleaned from literature and represents at a minimum knowledge, skills, and capabilities candidates should possess to successfully serve on a board of directors.
For those who fall short, additional education offers a few ways to fill in those gaps.

7. Overview of criteria Mandated by bylaws Experience Knowledge & Skills
Voting status, residency, family, employment
Experience
Past/ present service on BOD
Knowledge & Skills
Roberts Rule of Order
Organization mission/beliefs/purpose
Responsibilities of BOD member
Speaking/ presentation skills
Information technology/ software (Word, Excel, PowerPoint)
First let us take a look at the criteria.
The sections include those mandated by NDFB bylaws, the nominees present/ past experience serving on NDFB or other organizations governing bodies.
And the last section looks at knowledge, skills that have been found to be necessary and helpful to possess when serving on boards.

8. North Dakota Farm Bureau
How did the Leadership Committee decide these criteria should be part of the evaluation?
Literature Review
Board member qualifications
Essential skills for leadership
Board member responsibilities
Committee discussion
Define problem, wrote goal, analyze data, questioned what would be improved/impacted?
Developed key performance variables that would be standardized.
Careful review of the literature related to board development, leadership skills, and level of responsibility of board of directors was completed.
The committee reviewed and discussed the findings.
Discussion and writing of goals for what the committee hoped to accomplish helped to focus the solution to the issues that emerged.
The worksheet helps to standardize and make transparent the evaluation process.
North Dakota Farm Bureau

9. North Dakota Farm Bureau
Mandated by bylaws
ARTICLE VI
BOARD OF DIRECTORS
Section 7. QUALIFICATION. To be eligible to serve as a member of the board of directors, the person shall be a voting Farm Bureau member in good standing and shall reside in the district the individual represents. No paid or salaried employee or full time, special or general agent in regular and continuing employment of North Dakota Farm Bureau and its affiliates, nor the North Dakota Farm Bureau president who becomes an elected official, shall be eligible to serve as a director. No husband, wife or child of the same family may serve simultaneously on the board, or be an employee or agent of North Dakota Farm Bureau or Nodak Mutual Insurance Company.
The NDFB bylaws are quite clear regarding who can and who cannot serve on the BOD.
The qualifications guard against conflict of interest and nepotism.
North Dakota Farm Bureau

10. Past experience Past or present service on a board of directors
Type of board
Length of service
Did you participate or did you contribute?
“Participation connotes involvement, sharing and simply taking part. . .”
“Contribution, on the other hand, implies much more, including “. . intellectual involvement and sharing of knowledge and knowledge construction.” (p. 16)
Reference: Gioia, D. A. (1987). Contribution! Not participation in the OB classroom. Journal of Management Education, 11,
Present or past service on NDFB BOD or other organization is very helpful as it provides the candidate with a basis for how to contribute to the organization.
However, in some instances BOD members may have participated by simply showing up rather than contributing to issues.
There is a difference between being a generator of new ideas and being the barrier to investigating and changing ways of doing things.
Research indicates potential members sometimes stay away from Boards that are reluctant to change or try new things, setting up a cycle where there are less and less likely candidates to replace those on the board.
Candidates must embrace the organization’s positions, mission, vision, and purpose.
It is worth considering if candidates already serve on other BOD and is there a conflict of values/ beliefs and how that person will be able function and serve on the NDFB BOD.

11. Knowledge, Skills. And Capabilities
Examples
Roberts Rule of Order
Organization mission/beliefs/purpose
Responsibilities of BOD member
Speaking/ presentation skills
Information technology/ software (Word, Excel, PowerPoint)
Today’s technology allows for a number of methods for gathering to conduct work for the organization.
NDFB uses Robert’s Rule of Order to conduct the state meeting. A working idea of how those types of meetings are conducted helps the member to better contribute to the discussions.
It is critical BOD members know and are able to operationalize the organization’s mission/ vision/ beliefs and fully understand the purpose.
Taking on a BOD position requires knowing the level of responsibility that service entails. BOD members need to not only show up for meetings but stay up on issues, come prepared to contribute, and know that there may be times where extra time may be needed to investigate, survey, and explore issues that impact the NDFB.
While most BOD do not have to go out and give formal speeches, it is helpful if speaking and presentation skills are part of the skill set as discussions at the meetings need clear communication in both speaking and listening skills.
It is helpful if potential BOD members are familiar with teleconferencing, s, web conferences, website storage, etc.
All these skills can be developed through education, mentoring and practice.

12. Goals Succession planning:
Establish a system by which potential candidates for the NDFB BOD / district representative are assessed for essential knowledge, skills, and capabilities.
Provide an education component where potential candidates are given the opportunity to grown essential knowledge, skills, and capabilities.
Standardize a process for assessment.
Provide a method by which candidates are introduced to the membership to better inform voting choices.
Grow and develop future BOD members.
In summary the goals for the succession planning are: READ THE SLIDE