Why Board Members are Not Like their Members

Many board members feel their chief contribution serving on an association board is to represent their members’ interests.  While this is true, most board members are unaware of just how different they are from rank-and-file members, making it a challenge to live up to the promise of “representing the membership.”  There are three reasons board members are not like their members, despite the simple fact that a prerequisite for board eligibility is membership in the organization.

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Creating Organizational Value

Is your organization confusing motion for progress? Is your organization creating value for its mission, or just doing busy work in the hopes that your audiences conclude that staff and board are doing a good job? It’s a bit like the danger of having the right answers to the wrong questions vs. having partial answers to the right questions. The former can be very satisfying, but often does not bring the organization closer to its mission and vision.

Here’s a model for generating organizational value.

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Get the most out of performance reviews


Let’s be honest.  Most association board members, executives and staff do not look forward to performance reviews.  Most executives and board members I’ve spoken to about performance reviews are not satisfied with the methods in place and the person being reviewed feels like there’s a surprise waiting for them.  And, the surprise is usually an unpleasant one.

This post outlines a performance review tool L&M has used for more years than I can remember – always with positive and constructive results.Continue reading

Get the most out of your board meetings


If you’re frustrated at the end of board meetings because you feel that you’re not focusing on the right issues nor making the most of your scarce board-meeting time, perhaps the following best practices can get your board back on track.

The Right Allocation of Time

Recognizing that an organization’s board of directors has the exclusive franchise for the organization’s future, then the majority of your time should focus on the future when your board is in session.  Yet, the board is also responsible for oversight, which is not the future, but current programs and activities.  What’s a board with limited time supposed to do?Continue reading

The Case for Board Member Term Limits

 
I’m not afraid to admit when I’m wrong. I’ve been on the wrong side of an important association board practice for many years.

Because I had the good fortune to work with two exceptional board leaders and clients – Harry Mason with the SCSI Trade Association (STA), and Marlis Humphrey with the former Asynchronous Transfer Mode (ATM) Forum – I saw that each organization would be denied Harry’s and Marlis’s talents as board leaders if term limits had been in effect.

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When to Engage an External Interim Executive Director

An executive director-level change in any organization can be disruptive to staff and board members. Uncertainty looms large and with the uncertainty comes anxiety.  With anticipation and planning, such an important change doesn’t have to be painful.

Organizations with a current strategic plan can ease this transition, especially if the strategic plan includes a succession plan for the executive director.  If your organization lacks a succession plan, especially when confronted with the sudden loss of your executive director, it can be traumatic, but it doesn’t have to be.  In fact, it can be an opportunity.

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The Complementary Roles of the Chief Executive and your Governing Board

Sometimes, even the best boards and seasoned executive directors clash and have trouble  staying in their respective “responsibility lanes” as the organization’s leadership team.  An excellent example might be when boards get directly involved with selecting and overseeing staff when they have a successful chief staff executive for such purposes.  Why might a board involve themselves in what is clearly a management responsibility?  Simply.  It’s what they are familiar with, despite the fact that it’s a responsibility they can and should delegate.

Certainly, if the working relationship between the board and executive director is noticeably broken, that situation should be addressed as soon as possible.  An outside management and governance coach is probably worth bringing in.  Even if everything is working smoothly between the board and the executive, an annual refresher can help keep the working relationships strong and the organization running smoothly for the coming year.

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The Four Pillars of Strong Governance

Board work is like any other team endeavor:  “Talent wins games, but teamwork and intelligence wins championships” (Michael Jordan).

Boards are teams and how they decide to engage with one another to fulfill their responsibilities determines how successful they will be.  This article is about four pillars of successful boards based on my nearly 40 years of experience supporting and serving on nonprofit governing boards.

The four pillars are offered as a framework for success, not a prescription to be applied to fix an acute problem .  It is entirely possible for two different boards to implement these four pillars different ways, but still encompass the fundamentals of each pillar as applied to their culture and situation.

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AMC Managed Organizations Are More Stable Than Standalone Organizations – Withdrawn

In September of 2019 we published the results of a study with the title: “AMC Managed Organizations Are More Stable Than Standalone Organizations”. We are withdrawing that study because we learned of an error in our analysis. In short, there were no differences in the frequencies that standalone organizations and AMC-managed organizations change chief staff officers or their office locations.

We wish to thank Nick Bundra, COO of Management Connection, a fellow AMC in Southern California for pointing out our error.

We remain open to all review and critique of our research projects. We are motivated to present important knowledge about association management choices for membership-based organizations.