Robert C. Harris

Bob Harris, CAE, provides free governance tools and templates at The NonProfit Center. He is on the faculty for the U.S. Chamber of Commerce and has worked with chambers and associations around the globe. He believes nonprofit organizations should be as effective and efficient as any commercial business.

Articles by Robert C. Harris

• 5 fundamentals for a balanced partnership with your chief elected officer

  Monday, October 04, 2021

  A successful relationship between the executive director and the incoming board chair or president-elect should not be like a tightrope where one misstep can be a fatal fall. Rather it should be like a balancing scale where both sides work together to maintain a working relationship. To achieve the important balance between two partners, address these five fundamentals.

• How associations thrived during the pandemic

  Thursday, September 23, 2021

  Entering and exiting the pandemic is unfamiliar territory. There was no manual explaining how associations should respond, unless your organization has records dating back to the Spanish flu in 1918. Many associations have thrived. Why have some prospered while others suffer?

• Membership metrics — 5 ways to gauge success

  Tuesday, August 24, 2021

  According to ASAE, "associations and association professionals transform society through the power of collaboration." But how do those associations know if they're doing enough to make a lasting impact on the members they represent? Here are five metrics to help gauge membership success.

• Helpful tools every board member needs

  Friday, August 13, 2021

  Volunteers join an organization's board, learning their responsibilities during an orientation and from experienced leaders. To help them perform, and to set them up for overarching success, give your board access to key organizational "tools."

• Association execs: It must be in the genes

  Wednesday, August 04, 2021

  There must be something in the genes of association executives. They are driven to achieve impressive deeds and to support the success of people and businesses. They support quality of life, the economy and jobs. Few careers provide such rich opportunities to make a difference in society.

• An acid test for board discussions

  Thursday, July 22, 2021

  Your executive board convenes to listen, discuss and decide on organizational programs. Suggestions are offered by committees, directors share good ideas, and staff members make recommendations. But how is it decided what should actually come before the board? Help your organization's directors address recommendations by creating an acid test for discussion.

• Returning to in-person governance

  Wednesday, June 23, 2021

  Associations adapted their governance processes during the pandemic. Moving from in-person to online board meetings were significant changes that proved to be effective. However, resistance occurred. Some boards postponed important business, preferring to wait for in-person meetings. A few directors were described as leery of online meetings, believing that the important work had to be conducted face-to-face. In-person meetings are resuming. Directors are assembling inside the boardroom, picking up where they left off. For directors returning to the boardroom, remember these fundamentals to improve results.

• How to build a board development committee

  Thursday, June 17, 2021

  Nearly every organization has a nominating committee. Its task is to prepare a slate of candidates for an election. Some committees are diligent about their task, seeking nominees, vetting them, and submitting a slate. Others are just happy to find persons to accept seats at the table. Organizations are transforming nominating committees to have a year-round purpose. They are changing the name to the Board Development Committee (BDC). Usually, a nominating committee disbands after proposing the slate of candidates. The BDC has year-round responsibilities.

• Governance is a puzzle

  Tuesday, June 08, 2021

  It is exhilarating to join a board of directors. It comes with a sense of self-worth and achievement. The organization has tapped you to advance its mission. There are so many pieces to governance that it seems like a puzzle. Volunteers must understand governing documents, relationships, resources, expectations, strategy, and more. They learn through orientation, on-the-job training, and access to documents. Knowledge is gained by studying the documents, systems, and processes.

• Make sure your organization produces easily navigable reports

  Thursday, May 20, 2021

  The waiter handed me a menu, asking, "Is this your first-time dining with us?" Yes. He said the menu is "easily navigable" with food on one side and an exhaustive wine list sorted by country, color, bubbles, and portions on the back. He returned and asked if I made a choice. To be honest, I found the menu confusing. I didn’t know where to start and didn’t have time to read both sides. Volunteers are provided a host of reports. They have confessed that they receive the reports on their smartphones. Find ways to improve open rates and understanding. Ask your team if they feel everything is easily navigable or if communications can be enhanced.

• Celebrating volunteers

  Thursday, May 06, 2021

  Volunteers make communities better. There are more than 1.5 million nonprofit organizations structured to engage the time and talent of volunteers. It is estimated there are 22 million people serving on boards. "I have worked with association volunteers for over 25 years, always amazed by the things they accomplish outside of their jobs and family lives. Volunteers are selfless individuals who feel a responsibility and desire to give back to their communities and professions, affect positive change, and contribute to the greater good," offers Dee Kring, CAE, CMP, chief staff executive at Partners in Association Management.

• Fit the association into a box

  Monday, May 03, 2021

  There is a way to insert all the key elements of an association into a single box to gauge strengths and weaknesses. It is not the kind of box you use to send a package. This box is a grid. Associations have many guiding documents, including mission, budget, strategic plan, and committees. Seldom are all the elements assembled on a grid for comprehension by volunteer leaders. The grid is positioned horizontally on 8.5- by 11-inch paper. The number of columns will depend on how many goals are in the strategic plan. Most strategic plans have four to six goals.

• Who invited Elmo to the meeting?

  Friday, April 23, 2021

  There is a fascinating practice among association leaders responsible for convening meetings. They invite Elmo. The red Muppet named Elmo has a seat at board and committee meetings. Elmo’s name doubles as an acronym for the phrase, "Enough, Let’s Move On." Meeting discussions can wander. When the keeper of Elmo, or any board member, knows they can call an ELMO, the conversation will return to the agenda items. Introduce Elmo at a meeting by asking the group if it is OK to include him. Most volunteers appreciate a friendly way to keep discussions focused.

• When I’m the chair, I’m going to make changes in the organization

  Wednesday, April 21, 2021

  Executive directors cringe when an incoming chair says, "When I’m installed, I’m going to make changes in the association." Other statements causing dread: "I want you to help me leave a legacy," and, "Here’s my list of pet projects." The best approach for a new chair is, "Where is the strategic plan? My job is to advance the existing mission and goals." A strategic plan is a multiyear roadmap. Consider it the organization’s GPS: goals, priorities, and strategies. Its purpose is to guide successive leaders. When volunteers make wholesale change to a plan or disregard it for their personal agenda, it causes havoc.

• Link the strategic plan to the budget

  Thursday, April 08, 2021

  It is said if you can read a budget, you know an organization’s priorities. A strategic plan should be closely tied to the board-approved budget. A budget is a forecast of income and expenses. A strategic plan is a multi-year roadmap for leadership to deliver value. There are several ways to link the strategic plan and the budget. First, goals require allocation of financial resources. Before agreeing to new ideas, leaders must consider economic consequences. Second, some goals generate new revenue. For example, increasing membership will impact income. Third, the strategic plan communicates value to members. Thus, members will judge the leadership on how they funded the programs and priorities.

• Adjourning on time:  Promise or pressure?

  Wednesday, March 31, 2021

  Some board members are eager to depart before the meeting is adjourned. Is the promise of ending on time too much pressure? Directors must realize they are fiduciaries making decisions on behalf of the membership. They have to be present to fulfill their duties. To complete the work, a meeting should be well-organized, strategic, and have each person’s time valued. There are ways to stay on track and end in a timely manner.

• Governing in a pandemic

  Friday, March 19, 2021

  Meetings of the board have almost always been in-person. To attend, directors spent their time and money to fulfill governing duties. Governance changed dramatically in 2020. Associations and chambers piloted new concepts in online governance. Like telework for employees and telemedicine for health, there were doubts. Executive directors said, "We could never govern virtually, directors need to show up in person." A more serious concern has been uttered by board members who consider online meetings inconsequential.

• Execution after the planning retreat

  Monday, March 08, 2021

  A planning retreat is scheduled about every three years. Holding a yearly retreat socializes the board to think only 12 months at a time. For greatest impact, a board should be setting goals for three to five years. The plan is intended to be a road map for successive boards. It should deter incoming officers from changing priorities each year. A plan is not a wish list or staff to-do list. A good plan communicates value to members and prospects. This article clarifies responsibilities for executing the plan after the retreat.

• Extending the life of committees

  Tuesday, March 02, 2021

  Committees begin the year with enthusiasm. They receive assignments from the board and authority from the bylaws. An orientation and policies point them in the right direction. Volunteer groups supplement the work of the board, vet ideas, engage members, and develop future leaders. They can tackle tough issues, create new programs and generate income. They have a variety of names, each with similar purpose. Others disband when their assignment is completed.

• How to govern more efficiently

  Monday, February 22, 2021

  In a regional webinar on good governance the chief elected president said, "Bob taught us these practices years ago. We adopted them and now have a more efficient board." When meeting with boards I ask how the governance routines came about. The common answer, "We’ve always done it this way." For example: Why does the board meet every month? Who designed the agenda with more than a dozen reports and updates? How did the board grow to be 28 directors and officers? I thought about the president’s comments about board efficiency. Try these practices to improve governance.

• When I’m elected president, I’m going to ‘fix’ the association

  Friday, February 19, 2021

  Most elected leaders know their role is to advance the mission and serve the membership. Others have their own approach. The best question from an incoming president is, “Where is the strategic plan? My job is to advance the existing plan.” A strategic plan is a multiyear roadmap for successive officers and boards. The document helps stay the course. An incoming president wreaks havoc by ignoring the plan in favor of a personal agenda. I have seen presidents unpack a suitcase full of personal priorities. They have given little thought as to how their interests fit within the existing plan.

• Framing the strategic plan

  Friday, February 12, 2021

  At the planning retreat, scores of recommendations are proposed. Ideas are scribbled on flipcharts or keyed into laptops. Eventually the flipchart pages are rolled up and stored in a closet or the report is added to a file folder to collect dust. A strategic plan is meant to be a tool for use by board, staff, and committees. Knowing the potential uses and formats of the final plan, the planning team can better focus their input. For example, are they creating a 20-page document or a one-page brochure? There are many ways to frame a strategic plan to guide a successful association.

• Win with just three points

  Wednesday, February 10, 2021

  Sixteen years ago, Gary LaBranche, CAE, addressed the Tallahassee Society of Association Executives. He was the CEO at Association Forum of Chicagoland. Now he is president and CEO of the National Investor Relations Institute. The Tallahassee audience knew the topic was to be, "Association Trends, Changes and Certainties." As he picked up the microphone, he said, "Today I’m going to present just three points." He explained audiences understand and remember when you offer just three points or concepts. His advice on communication structure resonated.

• The building blocks of an association

  Tuesday, January 26, 2021

  To review the strengths and structure of an organization, I start with five building blocks applicable to every association: structure, strategy, sustainability, relevance and performance. A weakness or omission in one will affect the whole.

• A strategic quotient for the board

  Friday, January 22, 2021

  Quotient is a degree or amount of a specific quality or characteristic. One might say, "during the pandemic our uncertainty quotient has risen." The term is often used in describing "emotional quotient." It is the ability to understand, use and manage one’s emotions in positive ways. This assumes people are aware of their feelings and know how to make best use of them. Strategic quotient is the ability of directors, or the board as a group, to act strategically. Mindfulness of strategy enables a board to drive significant results.

• Governance: Plain and simple

  Monday, January 18, 2021

  Defining governance can be difficult. It is a broad concept with many influences. Volunteers are more familiar with management practices than they are with governance. Some organizations provide a hefty leadership manual to describe the board’s role. Others reduce it to a couple of pages with a dozen or so directives; for instance, the board is expected to raise funds, the board must adopt a budget, meetings are held monthly, etc. Hats off to the organization that can describe governance in a few sentences. Keeping it simple may avoid drifting from governance to management.

• A strategic plan dilemma: Organizational infrastructure

  Wednesday, January 06, 2021

  A strategic plan guides the board, communicates value to members and empowers the staff. Most have three to six goals. The dilemma is whether to include anything about the infrastructure in the plan. Infrastructure is internal, focused on governance and management. It would include technology investment, leadership pipeline, professional staffing, and financial resources. Without infrastructure, the other goals cannot be advanced.

• Managing executive sessions

  Monday, December 14, 2020

  Just before adjourning, the elected president said, "I'm going to ask everyone except board members to leave so we can meet in executive session." An executive session is a closed-door meeting when guests and staff are excused. The intent is to give the board space to handle sensitive or confidential issues. In Canada it is referenced as an in-camera meeting. The similarity of the phrases executive session and executive committee often creates volunteer confusion.

• Approaches to board orientation

  Wednesday, December 09, 2020

  When you suggest board orientation you may hear, "You told us that last year, why should we sit through it again?" Board orientation has many purposes. Besides familiarizing volunteer leaders with the organization, they are informed of their responsibilities. The desired outcome is a team working as a high-performing board. Protecting the organization is another reason. Orientation should address finances and safeguards, conflicts of interest, confidentiality, and advise compliance with state and federal laws. Select the idea approach to orientation. What do you want to emphasize?

• But I’m just a volunteer

  Monday, December 07, 2020

  Nothing is more deflating than to hear a member of the board say, "You don’t understand, I’m just a volunteer." Volunteers are afforded opportunities to make a lasting impact. Through their passion and ingenuity, they can affect standards of excellence, quality of life, and the success of people, businesses, and communities. Sen. John McCain described the importance of volunteering, "Nothing in life is more liberating than to fight for a cause larger than yourself, something that encompasses you but is not defined by your existence alone."

• Committee linkage to the strategic plan

  Monday, November 30, 2020

  Committees seldom initiate their own plan of work. You won’t hear the committee chair ask at the first meeting, "What do you want to do this year?" Committees receive assignments and authority from the board of directors and bylaws. Their efforts should be framed by the organization’s mission and strategic plan. Policies indicate committees don’t have authority to speak for the organization, expend unbudgeted funds, or enter into contracts.

• The right questions to ask at board meetings

  Monday, November 23, 2020

  The board is convened for the purpose of governance. However, meetings often deteriorate into administrative discussions and committee work. When you think about it, convening leaders can be costly. The average number of directors is 15. Few directors come with governance experience. While they do their best, some find it easier to dwell on tactics, history, and personal business, rather than being visionary leaders. Asking the right questions can go a long way towards meaningful outcomes.

• How to reconstitute the strategic plan

  Wednesday, November 18, 2020

  My mom used to make chicken broth from little cubes sold in a jar. The directions said to reconstitute by adding water and heating. Reconstituting is a process; to build up again from parts, to reconstruct. You can apply the concept to a strategic plan. It means to take an existing strategic plan and, from its parts, reconstitute it to maximize awareness and value. There are many ways to reconstitute the strategic plan.

• How the ‘rusty trustee’ can help your board

  Monday, November 16, 2020

  New directors may think, "I won't say anything for six months, until I learn the ropes." This is a poor approach to governance and the responsibilities of directors. There are methods to help new board members. They must learn the fundamentals of governance mixed with the culture and principles associated with board service. It is the culture that can be hard to communicate. A unique idea is the appointment of an experienced leader to coach the board and new directors. The concept can be traced to the Kentucky Optometric Association, referring to the seat informally as the "rusty trustee."

• A swag bag for the chief elected officer

  Thursday, November 12, 2020

  After installing the chief elected officer, he or she receives a leadership manual and a briefing. They are somewhat “on their own” to establish their governance style. To encourage and guide the elected president, make up a swag bag. A swag bag is an assortment of items that complement an event or experience. In this example, the executive director is gathering the items that will enhance understanding and support good governance. Here’s what’s in the president’s swag bag.

• Associations and democracy

  Thursday, November 05, 2020

  It seems appropriate this week to highlight the connection between associations and democracy. I am sharing after learning of the death of our colleague, Belarusian association executive Vladimir Karyagin. He died November 2. He was the founder and CEO of the Republican Confederation of Entrepreneurship and the Minsk Capital Association of Entrepreneurs and Employers. His country does not encourage the formation of business associations. Belarus limits the doctrines enjoyed in the U.S., freedom of speech, assembly, and the right to petition government.

• How to balance board and executive committee duties

  Monday, November 02, 2020

  There should be trust between the board and its executive committee. An executive committee is a subgroup of the board, including the elected officers, immediate past president, and potentially other appointees. Bylaws grant authority for the executive committee to conduct business in between meetings of the board. It’s an efficient method for making decisions without the time and cost of convening the larger board. The bylaws and policies can limit authority of the committee; for example, indicating it cannot approve a budget, expend excess funds, nor address personnel changes.

• Explore membership dues grants as a pandemic alternative for your organization

  Wednesday, October 28, 2020

  Members have a long-standing relationship with their organizations. The pandemic has caused businesses and individuals to rethink their expenses. Dues may be on the chopping block. Executive directors are asking how to save members. Send out dues’ renewals now, delay or waive? Ideally, membership is viewed as indispensable. Organizations have had a surge in member calls for assistance in solving problems. Programs and education have increased to meet demand. Advocacy efforts have amplified to address regulatory problems and provide solutions.

• After the planning retreat: A strategic plan without implementation is nothing

  Monday, October 26, 2020

  Board retreats create enthusiasm. Ideas are written on a flipchart and groups make recommendations. The result is a menu of priorities. Everybody feels good about the time they spent creating an envisioned future for the organization. Soon after the exercise, the daily tasks become the priority. The ideas get placed in a drawer to collect dust. Later in the year you might hear a volunteer ask, "Whatever happened to our strategic plan?"

• Avoid unnecessary layers of governance

  Friday, October 23, 2020

  Restaurant menus offer ways to enhance a plain hamburger. Would you like cheese? Want to add tomatoes, lettuce, onions, and pickles? Smoked bacon is tasty. Don’t forget ketchup and honey mustard. The more add-ons, the messier the burger. Does your governance model resemble a stacked burger? Have layers been added that require a bigger board, lengthy processes, unnecessary filters, or stifle progress?

• What you should know about the virtual strategic planning process

  Tuesday, October 20, 2020

  Virtual strategic planning should be as effective and comfortable as an in-person retreat. As associations consider their position and value to members, communicating a strong plan is critical. Members want to know a strategy for recovering and rebound exists. Working virtually, the steps are a little different than an in-person meeting. Ideally, through research, input, and analysis, up to 70% of the work will be done before the online retreat.

• Conducting a virtual board orientation

  Friday, October 16, 2020

  Fall and winter months are prime season for board transition and orientation. Because of the pandemic, most board trainings will occur virtually. Rather than postponing orientation, do it online. A frequent question about orientation is whether to include only new directors or the entire board. The answer is the full board. If there is resistance because they’ve already had the training, position it as "refresh and blend."

• The gold standard in policies

  Monday, October 05, 2020

  Policies are the wisdom of prior boards, adopted as motions and recorded in the minutes, to guide actions and decisions of the current and future boards. They frequently interpret broad sections of the bylaws, which purposely lack detail. For example, the bylaws may require a periodic financial audit. A policy will specify frequency, type of audit, and the hiring of a CPA. It is easier to adopt, amend or repeal a policy than the bylaws, which usually require as approval process by the membership. Associations rely on 25 to 50 policies.

• How to power up the consent agenda

  Tuesday, September 29, 2020

  "We’ve been in this meeting for an hour and done nothing but listen to reports," said the board member. The standard board agenda includes a dozen reports and updates. Reading and listening to reports are not good use of board time. Meetings should concentrate on advancing the mission and strategic goals.

• A committee to review committees

  Wednesday, September 23, 2020

  "We need a task force to review our committee structure," board members quipped. The issue in this association is the existence of 75 committees. They built up over decades without a review of purpose and effectiveness. Board members explained, "Committee chairs have held their positions for years and will not secede." "We tried to reduce the number of committees, but nobody wanted to give up their turf." "It’s too political to touch."

• Stay in your lane

  Monday, September 21, 2020

  Roles in an association are distinct. Every effort complements another. When individuals disregard or disrespect their responsibilities, confusion occurs. Evidence of uncertainty is heard in, "Why is a board member telling staff how to do their jobs?" And, "The committee thinks they have authority to speak for the board." Clarity comes from knowing in which lane to work. Lanes are defined as narrow passageways. They are meant to guide forward motion.

• What about our association’s house of delegates?

  Wednesday, September 16, 2020

  "What about our house of delegates?" It can be a sensitive question, especially in the presence of the speaker of the house and delegates. Some leaders support the house as being essential to representing member interests. Others characterize the body as outdated, unnecessary, and costly. This article offers pros and cons for a house of delegates (HOD) and describes strategic alternatives.

• Why you should incorporate props into a board meeting

  Thursday, September 10, 2020

  The chief elected officer is given a gavel. Its purpose is to convene the meeting and maintain order. What else could be on the board table to enhance the meeting? Consider props. Props are used to enhance an experience. For example, a magician has a wand to improve the effect.

• How to use a video as a prelude to a board meeting

  Thursday, September 03, 2020

  "We are volunteers, we have real jobs. How do we know where to focus our energy and what to expect at board meetings?" is a question from busy directors. Board meetings are infrequent. When the meetings do occur, it is an occasion that benefits from preparation. To build excitement and understanding for a meeting, use a video prelude and a consent agenda.

• Who invited micromanagement?

  Wednesday, August 26, 2020

  Do we unwittingly invite the board to micromanage the association? The orientation describes governance roles. But some directors slip into micromanagement. The board sets vision and direction in a strategic plan. Committees advance initiatives from the plan. Staff implement the vision with a program of work. What triggers directors to drop from governance to micromanagement?

• Policy revisions in a pandemic

  Tuesday, August 25, 2020

  Association policies are among the board's governing documents. Policies are the wisdom of a prior board adopted and passed on to successive directors. Policies are your "friend," communicating the best method for handling an issue. Policies interpret bylaws. They should not be inserted in the bylaws. Bylaw amendments must be voted on by the membership. Policies can be adopted, amended, or repealed by a vote of the board.

• Making lemonade with pandemic lemons

  Thursday, August 20, 2020

  “When life gives you lemons, make lemonade,” is a phrase used to promote a positive attitude during adversity. Many executives are making lasting improvements during the adversity created by the pandemic. A discussion among component executives of the American Institute of Architects (AIA) yielded these ideas to make lemonade.

• How to accelerate the board meeting

  Wednesday, August 12, 2020

  Board conversations can ramble. Motions are a way to accelerate the business at hand. This is especially important during times when governance is conducted remotely. "My board members are unsure about making motions. When a recommendation is offered, you can hear crickets on the call. They should feel confident about properly moving along a discussion," said an elected national chairwoman.

• Tracking the authority of an association

  Monday, August 10, 2020

  Who authorizes an association to exist? From where does the board get its authority to act? How did the founders envision perpetuity as a nonprofit, exempt organization? Some say authority comes from "the membership." Others suggest a "parent association" has provided a memorandum of understanding.

• How to build a smart agenda

  Wednesday, July 22, 2020

  "We've always done it this way." It’s a reply to, "How did you design the board agenda?" An agenda's purpose is to an efficient board meeting. It is created in partnership by the executive director and chief elected officer. Essentially, it is a list of items that need to be addressed. A frequent problem is getting bogged down, running out of time to complete the work.

• How to waste a good board meeting

  Wednesday, July 15, 2020

  Board meetings are a time to receive information and make decisions. Directors who do not take their roles seriously can waste a good meeting. For example, by not preparing, you’re more likely to make inquiries off the top of your mind, frequently starting sentences with, "I just have a question." A skilled board chair will urge that everybody come prepared as a fiduciary duty.

• Did you prepare for a pandemic?

  Monday, July 13, 2020

  On March 11 I was with the Sacramento Association of REALTORS®. The same day, the World Health Organization (WHO) declared COVID-19 a pandemic. I worried the meeting room was too small and breakout groups were a bad idea. I was glad to get home to Florida. It is almost 150 days since I have been on an airplane to visit with associations. In the Body of Knowledge for association management, you won’t find a chapter on “Preparing for a Pandemic,” nor is it on the CAE exam.

• Ways to communicate value in a crisis

  Wednesday, July 08, 2020

  I listened to Mary Byers, CAE and author, speak to the Associated General Contractors of America on the "Next Normal." She explained, "We’ve heard a lot about the new normal — this is what happens to you. The next normal is what you choose to happen." To design the next normal, make time to assess and communicate value during a crisis. This article suggests eight ways to improve member awareness through existing platforms.

• Wasting hours on minutes

  Monday, July 06, 2020

  The directors griped, "We start the meeting with the first order of business being approval of the previous minutes. An hour is wasted talking about what we did at the last meeting and whether the information is accurate." Losing the first hour of a board meeting is deflating. The directors arrive enthusiastic about achieving results. Instead, their eyes roll when they hear, "I don’t think that’s what I said in the minutes." Here are some steps to prevent time wasting at board meetings.

• Steps to take to save sponsorships

  Monday, June 29, 2020

  Associations have postponed or canceled many events during these challenging times. Lost sponsorships represent significant income as a percentage of events and the overall budget. Take these steps to save sponsor relationships and revenue.

• When do you need a board whisperer?

  Thursday, June 25, 2020

  The term "whisperer" was popularized by the movie "The Horse Whisperer." A horse whisperer is a person who can calm and work with difficult horses. It is said the talent takes years of practice to develop the sense. It is also said that nobody can teach a horse by "whispering." There is no secret process to have horses instantly understand the intention and desired behaviors. The same can be said for calming and training a board of directors. There is no one formula.

• Extending board terms during a crisis

  Monday, June 15, 2020

  An association relies on its board to govern. It sets the vision and advances the mission to best position the organization and serve its members. Through the pandemic, some directors may have reasons they can no longer volunteer. It is logical if board members request an absence from leadership duties. Bylaws often allow for some excused absences, which may solve the problem. There are other solutions to prop up the board. Some of the remedies are intended for dire situations; they are not to appease a director who simply wants to stay on the board.

• How to fix a divided board

  Tuesday, June 09, 2020

  The executive director warned, "You should know we have a divided board." The concept was foreign to me. A board is a governing body authorized by law to serve the membership, advance the mission and make best use of resources. Members expect results from the leadership team. When I hear of a divided board, I imagine disunity, disagreement, conflicting interests and highly emotional discussions. I asked him to explain, "What is a divided board?"

• Taking the pulse of association leaders, influencers and staff

  Wednesday, June 03, 2020

  Environmental factors are encouraging organizations to regroup and consider what the future holds. Many are making positive, long-lasting changes during this time of recovery. Two distinct groups work as a team to lead an association. Volunteer leaders govern while the professional staff manage. During the springtime, associations were responding to member urgencies. Soon after, organizations propped up their operations, ensuring sustainability and relevance. Now they are asking influencers, leadership, and staff what the future holds.

• Keep the wrong people away from the planning retreat

  Monday, June 01, 2020

  Association planning retreats are convened every few years. They represent a significant investment in people’s time and meeting costs. Attendees are asked to create a three- to five-year roadmap. The results should best position the organization and communicate value to members. During the process, volunteers and staff will take deep dives into analyzing trends, assessing programs, creating initiatives and making long-term decisions.

• What the leadership manual reveals about strategy

  Wednesday, May 27, 2020

  Association board manuals come in all shapes and sizes. Volunteer directors rely on them to understand their responsibilities. Some manuals are nicely bound in a notebook with a table of contents and tabs for quick reference. Others are designed as a virtual document, posted to a shared storage site or accessible on memory stick.

• Who sets the metrics?

  Monday, May 18, 2020

  "What's measured improves," said Peter Drucker, management consultant and author. Identifying metrics improves the strategic planning process. Metrics are the expected outcomes, data, timelines and assignments to carry out the mission. "How will we measure success?" should be a frequent question at planning and board meetings. Recommendations without metrics will be difficult to gauge achievements. During strategic planning, ask leaders to consider performance, including measurables, assignments and timelines.

• Association governance during a pandemic

  Tuesday, April 28, 2020

  The executive committee met in secret, without the full board and disinviting the executive director. "I suggest we layoff all the staff immediately except for our executive," was the motion. A few weeks earlier, this board discussed a plan. Everybody agreed that, with sizable reserves, they would wait to assess the situation in June. The pandemic and economic recovery pose unknowns for boards of directors. Good governance remains essential.

• Don’t let the association burn down

  Thursday, April 23, 2020

  For more than a month, executives have been in crisis mode. They respond to urgent calls from members, media and government while trying to manage and govern an association. One executive said it feels like "our house has been on fire." Now it’s time to put out the fire. The rest of spring and summer will be time to address association operations for survival and sustainability. The intent is to be the indispensable resource for members.

• Professional development during a pandemic

  Thursday, April 16, 2020

  Professional development is the cornerstone of great associations and chambers. Summertime is when most executives boost knowledge, support certification, and exchange information. The summer of 2020 will be different. During pandemic and economic recovery, many educational opportunities are being postponed or canceled. For instance, the U.S. Chamber’s Institute for Organization Management (IOM) made a tough choice about its three summer campuses, a program founded 99 years ago.

• Association execs voice pandemic concerns

  Friday, April 10, 2020

  In varied forums, association executives are sharing concerns about the pandemic. Topics range from missing their offices to cancellation of conferences essential to their revenue. This article features some of the discussions.

• Repurpose the foundation

  Thursday, April 02, 2020

  Many associations maintain a subsidiary or related foundation. The majority are educational, with the mission reading: "Supporting professional development, scholarship and research." Some of these foundations are dormant or underperforming. Does the pandemic open the door to repurpose your foundation? An advantage of a 501(c)(3) foundation is fundraising. Contributions are recorded by donors as charitable deductions, encouraging corporations and members to contribute to a cause and receive a tax benefit.

• When the board wants help

  Friday, February 28, 2020

  Not all board members have knowledge of governance. Some have the benefit of serving on prior boards. Others are novices. Seldom does a board say, "We need help." In theory, the directors all attended board orientation. It may be difficult to recognize if a board feels apprehensive about skills. Therefore, you can conduct a board evaluation to identify insecurities about governance. The board is used to evaluating the budget, and possibly the executive director, but what about their own performance?

• Understanding board governance with near-opposite terms

  Monday, February 24, 2020

  Directors should understand the terminology of governance. To increase board effectiveness, explain these concepts which are sometimes confusing to volunteer leaders. Each of governance and management; strategy and tactics; and policy and procedures are near opposites. They can be attributed to the distinctive roles of the board and staff.

• Ambushed at the board meeting

  Monday, February 17, 2020

  The elected president planned an efficient quarterly board meeting. A month before, he strategized with the officers and staff about what should be on the agenda. Everyone agreed to the issues that had to be addressed. At board orientation he advised that he did not like surprises. Meetings would be designed to achieve maximum results. At the last board meeting, things were going well. Then came the surprise.

• Putting organizational values to work

  Tuesday, February 11, 2020

  Many associations identify and adopt guiding principles or values. They serve as a decision-making framework for board and staff. Do not confuse organizational values with a code of conduct for members. Values reflect the organization’s culture, dating back to its founders. (Sometimes founders are reluctant to transition for fear their values will be lost.) As volunteers transition annually, the values help new leaders make decisions. For instance, if transparency is a value, it would be expected that most work is done candidly.

• Gaining altitude at board meetings

  Thursday, February 06, 2020

  Governance is characterized as a high-level, strategic effort by a governing body. An association board should advance a cause or mission, serve stakeholders and make best use of resources. For some staff executives, it is only a dream to get the board thinking strategically. Many describe their board meetings as a social gathering, not producing significant results. Contrast the perspectives of an airline flight to the boardroom. Directors enter, sit at a table, open an information packet, listen to reports and deliberate. The agenda guides discussions that must be completed before adjournment.

• WAIT: Why am I talking?

  Monday, February 03, 2020

  Board meetings are platforms for conversation and deliberation. The room is set so directors can see, listen and converse with each other. An agenda keeps the discussions moving forward to achieve the desired outcomes. It takes discipline by everyone to maintain a focus on the business at hand. It is easier to be distracted than it is to stay on topic. "Paying attention and staying focused is not easy. Directors’ attention may wander. Those who listen with intent will conclude the meeting with improved outcomes," said Rick Howe, IOM, Director of Visitor Services, Jackson Hole Chamber of Commerce.

• Why you should ban the yearly planning meeting

  Monday, January 27, 2020

  I would ban the yearly planning meeting, preferring a three-year approach to strategic planning. Strategic planning is the process for defining direction, setting priorities and aligning resources. It serves as a guide for successive boards, committees and the staff. It is developed at a multi-year leadership retreat. Some organizations convene a yearly planning meeting where directors are asked to set 12 months of priorities. This is quite different than a periodic leadership retreat, though the two concepts are sometimes confused.

• Heeding the advice of the board elders

  Monday, December 16, 2019

  We grow up hearing, "respect your elders." It means to heed and honor those who have knowledge derived from experience that supersedes your own. At the Bridge Association of REALTORS® in Oakland, California, I asked the board to introduce themselves. Some of the leaders were past presidents, others had served a couple of years and some were new to governance. I asked the experienced leaders, "What advice would you pass along to new directors?"

• Enhancing the weakest link

  Monday, December 09, 2019

  Associations want to portray strength. If the national association is composed of state chapters, or the state has local components, all of them should perform at a certain level to deliver consistent value to members. An association with a network of components should have mechanisms to maintain standards of excellence. The focus may be on proper brand usage, strong advocacy, and sustainable membership growth. "You are only as strong as the weakest link," is a concept that applies to components.

• New year, new opportunities for improvement

  Monday, December 02, 2019

  As the 2010s end, we now face opportunities associated with transitioning to a new decade. This is a time to reflect on the past and plan for the future. Tawni Phelan, CAE, CMP, executive director of the Oklahoma Society of Association Executives, offers a positive outlook, "2020 is a new year and decade. Seize the opportunity to make the past a resource and the future a world of possibilities." Most association staffs are busy putting out fires, answering questions and meeting deadlines. Make time to discuss with staff or officers how to make enhancements in the organization.

• Sabotaging the consent agenda

  Friday, November 22, 2019

  The board chair said, "To save time we will use a consent agenda. We will be distributing routine reports in advance. I'm asking you to prepare for meetings by doing the reading." A consent agenda is an efficient board practice. It allows the board to focus on the substantive issues such as mission and its core competencies. About a week before the meeting, when the agenda is distributed, the routine reports are provided to directors. At the board meeting, the package of reports and updates by committees, officers and staff can be handled with a single motion.

• How to assess the association’s DNA

  Monday, November 18, 2019

  DNA strands are the building blocks of the body. Deoxyribonucleic acid is a nucleic acid that contains the genetic instructions for the development and function of living things. Unless you've invested in a DNA kit to check your family tree or health prospects, you probably don't give it much thought. Theoretically, it could apply to organizations. DNA lies below the surface. We focus on delivering value for members. The volunteers focus on the governance and committee responsibilities. Staff get their jobs done each day.

• How to keep association sprawl in check

  Wednesday, November 06, 2019

  Urban sprawl is described as unplanned growth. Little thought is given to how the elements combine to add value. A gas station next to a hospital and apartment complex does not add value. Instead, a planned community increases quality of life and value by strategically integrating components. Sprawl can affect associations. Components are often added by successive boards and strategic planning retreats. How the elements integrate or add value are not considered.

• Shopping at the board store

  Friday, October 25, 2019

  In La Crosse, Wisconsin, I passed an interesting shop. In bright lettering, the awning read, "The Board Store." The U.S. has 1.5 million exempt organizations. Each has a board of directors. I wondered what tools and equipment the board store sold. Here are the tools, planks and signage the store could sell to support good governance.

• Making the board meeting work

  Monday, October 21, 2019

  Association success requires a partnership between the chief elected officer (president or chair of the board) and the chief staff officer (executive director or CEO). This pairing can make or break good governance. Both persons have a lot at stake. Each brings different knowledge and perspectives to the boardroom, where most of the work is done. The elected president is eager to lead. The executive director brings the needed experiences, including meeting management and organizational knowledge.

• 3 words to describe your association

  Monday, October 14, 2019

  Do you or your board volunteers stammer when someone asks, "Tell me about your organization?" Telltale signs are avoiding eye contact by staring at the floor and starting the reply with "ummm." Describing the association should be straightforward and succinct. It ought to be expressed with confidence.

• A 3-step onboarding process

  Tuesday, October 08, 2019

  Every volunteer leader wants to do a good job. Without a board training process, directors begin their journey at a disadvantage. Directors need access to information. Some of it will be in written form, such as the governing documents. Some will be association lore, such as the guiding principles. And some will be practical advice, provided by the experienced leaders. Develop a three-step approach to onboarding. The investment in a comprehensive, efficient process pays off in volunteer satisfaction, better governance and outcomes.

• BMI for board practices

  Monday, September 30, 2019

  I recently had an ultrasound body mass index (BMI) test. BMI is derived by analyzing the mass and height of an individual. It revealed, as expected, that I could lose some fat and build some muscle. Is there a BMI for boards? Good governance can be quantified. Best practices can be measured. Let’s call it the GMI: governance measures index. If directors know their metrics, they can make continuous improvements and use the numbers to justify change.

• In an association, ‘parts is parts’

  Monday, September 23, 2019

  In the 1980s, a fast food commercial spoofed the composition of chicken nuggets. Asked if nuggets are made from chicken breast, they shrugged and said, "parts is parts." Associations, too, are a combination of “parts.” For instance, committees, board, staff, volunteers, bylaws, budget, members, advisors, reserves, strategic plan, meetings, programs, positions and priorities. The parts combine to form an association. Every association is unique. Even with similar missions, they can be organized in drastically different ways.

• Ideas and affirmations from association management seminars

  Tuesday, September 17, 2019

  Association management seminars should result in ideas and affirmations for making improvements and confirming successful practices. Seminar attendance allows executives to remove themselves from the daily grind at the office to be open to ideas and smart practices. Many executives take robust notes about the resources, samples and rationales for improving their organizations. Every attendee hears and applies the information differently.

• What about Bob? My influences for a career in associations

  Monday, August 12, 2019

  "What about Bob?" is a movie title often cited when I am introduced to audiences. The typical introduction is a paragraph with a few career highlights. This article describes the pathways that have influenced my association career. Entry into association management was like many others — by accident. My college major had nothing to do with nonprofit work. A job in Washington, D.C., was interesting. I moved from Florida without questioning the unique aspects of membership organizations. The impact of associations never crossed my mind, nor did the importance of 1.5 million nonprofits in America.

• A zero-based committee process

  Monday, August 05, 2019

  When managing association finances, most people are familiar with the concept of zero-based budgeting. With a zero-based budget approach, every expense must be justified before adding it to the budget. The purpose is to reduce spending by looking at where costs can be trimmed. For an association, the justification for the budget should be closely tied to the strategic plan. The same process can be applied to committees.

• From good old boys to good governance

  Monday, July 29, 2019

  Perception is reality. If it is perceived to be true, it will seem more important than the facts. If members perceive the organization’s leadership to be good old boys, it can damage the credibility of an association or chamber. Characteristics of good old boys include directors with seemingly perpetual terms, a lack of diversity, and director ages representative of baby boomers and older (55 to 75) blocking the entry of young, diverse and emerging leaders.

• How to build confidence in the board chair

  Tuesday, July 23, 2019

  Before the first meeting, the incoming board chair confessed to the executive director, "I don't feel confident about my boardroom skills. I'm nervous. What can I do to improve my competency?" It's a fair question. It is better to be honest than to fake confidence that will quickly be recognized by the rest of the board. Try these ideas to instill confidence and find the balance between the elected chair and paid CEO.

• The well-dressed board agenda

  Monday, July 15, 2019

  The focus of a board meeting is the agenda. An agenda is the list of activities in the order in which they are to be taken up, beginning with the call to order and ending with adjournment. It usually includes specific items of business to be acted upon. It may, but is not required to, include specific times for one or more activities. A well-dressed agenda can achieve so much more, however. With a few reminders, the agenda can address IRS and FTC issues. The mission can be depicted to keep the board focused.

• Why should you keep committee minutes?

  Monday, July 08, 2019

  Committees work under the authority of a board of directors. The bylaws prescribe their appointment; policies detail their operations. The volunteer groups (committees, task forces, councils, special interest groups, etc.) are intended to supplement the work of the board and staff. Cynically it has been said that "committees keep minutes and waste hours." Keeping minutes is a smart practice. It’s a record of what the group did at a specific meeting, who attended and any needs or recommendations. Minutes inform the board and staff.

• Lining up association leadership

  Monday, July 01, 2019

  Many associations say they cannot find enough future leaders. They offer numerous reasons for the shortage: Generations have changed and don’t appreciate the opportunities. The governance image looks bureaucratic or appears to be "good old boys." Leadership is a trap lasting up to 10 years. The mission or strategic plan is weak. It takes a serious strategy and program to tap, train and increase the lineup of future leaders. To develop future leaders, design a long-term, quality initiative. Consider these phases.

• The best way to wrap up the board meeting

  Monday, June 24, 2019

  We all like to hear, "We have completed our agenda, so I move that we adjourn the meeting," at the board table. Upon adjournment, the directors scatter. Volunteers dart out the door. But there are some techniques to improve the success of the meeting. Before adjournment, somebody should ask an easy question, "What’s next?" It gives the chair or executive director a chance to recap what was decided and the ensuing steps.

• Avoid these misguided association practices

  Friday, June 14, 2019

  There is no single authority for how associations operate. Every nonprofit and its board are unique. They are influenced by culture, resources, scope and member expectations, for example. While rigid guidelines don’t exist, some processes are better than others. Here are examples of misguided practices regarding minutes, board meetings and consent agendas.

• How to maintain a bold approach

  Monday, June 10, 2019

  Bold is a word frequently used in news headlines. Seldom does bold describe the outcomes of board meetings and strategic plans. Directors tend to stay in comfort zones. Long-term thinking and taking risks by volunteers can be uncomfortable. Bold can be described as an action or decision that demonstrates an ability to take risks with confidence and courage. An example would be a state association creating and copyrighting a course that is licensed to 49 state counterparts, generating new income.

• Protecting the board

  Monday, June 03, 2019

  "What could go wrong? I’m just a volunteer on a board of directors." It’s better to ask about risks and protections before accepting a nomination to serve. Directors are trustees of the corporation. They are responsible for governance and the well-being of the organization. Although organizations are characterized as "nonprofit" and directors are "volunteers," liabilities do arise. Consider Murphy’s Law: "If anything can go wrong, it will."

• Communicating meeting ground rules

  Friday, May 24, 2019

  Recently, I worked in a country where board members seldom disagree. Their meetings are purposely harmonious. No voices raised or fingers pointed. They prefer courtesy over confrontation. In the U.S., association boards embrace a different model. Debate and deliberation are expected at meetings. The chairman is likely to ask, "Have we fully vetted all aspects of this proposal?" Directors are urged to delve into an issue before voting on motions.

• How to fast-track your strategic plan implementation

  Monday, May 20, 2019

  Within minutes of adjourning, the planning retreat the directors scattered, returning to work after volunteering for a day or weekend to create the multi-year strategic plan. Back at the association office, staff were playing catch-up. There was temptation to put the new document in a file with other older strategic plans, or to put the plan in a notebook to collect dust on the bookshelf. A plan that lingers without taking action will lose momentum. The leadership team has to be resourceful to implement their new plan.

• Take flight with the association altimeter

  Monday, May 06, 2019

  I spend a lot of time on airplanes traveling to association and chamber meetings. Soon after takeoff, the captain announces, "We have reached 32,000 feet, the ride should be smooth up here." At a high altitude there is less drag. The plane is more efficient, requiring less fuel. There is less turbulence. Routing can be more direct. Like the captain, when I’m addressing boards, I remind directors their efforts are more efficient at higher levels where they can soar. At lower levels, they will be distracted by squirrel chases and rabbit holes.

• 9 noteworthy governance practices

  Wednesday, May 01, 2019

  There are thousands of great associations, chambers and other nonprofits working for important causes. Each has a mission and dedicated leadership. I have been introduced to noteworthy practices in governance, communications and membership. First, know precisely why the organization exists. It should be clear by the mission, but that is often stuffed with everything the board can fit into it. Worse, then nobody can remember much about the mission.

• How to save 200 hours on board meetings each year

  Friday, April 26, 2019

  Are board meetings depleting association resources and staff time? The culprit may be meeting frequency. Most boards convene quarterly. A few govern only three times a year. Others gather as frequently as monthly. The most common reason given for meeting often is, "We’ve always done it this way." Other rationales: "We like each other and the meeting facilitates the board’s networking." And, "If we don’t meet monthly the directors will forget what we are working on."

• 12 significant challenges for boards

  Tuesday, April 09, 2019

  There are more than 1.5 million nonprofit boards in the United States. Chances are good that every organization has experienced at least one of these 12 significant challenges. One example is self-evaluation. You want your association board to be recognized as the best. Start with a commitment to excellence and continuous improvement. Six months into the term ask, "How do you think we are doing? What can we improve?" Forms are available to facilitate board and individual self-evaluation.

• How to alienate the board at your first meeting

  Tuesday, April 02, 2019

  Want to make a bad impression as the newest member of the board of directors? Learn from these mistakes. For example, miss the first two meetings. Then, when you do show up, tell them you read that the bylaws permits two "unexcused absences" so you thought you'd take them at the start of your term. Also, arrive 45 minutes after the meeting starts and ask the chairman, "Would you mind recapping what I missed so I can get up to speed?"

• Why board size matters

  Tuesday, March 26, 2019

  The board table was set for 30. At each director's place there was a board packet and name tent card. When the meeting convened, there were 12 empty seats. Nearly half of the directors did not show up. They addressed the problem by reducing the size of a quorum from 50 to 40 percent, or only 12 people. In a different scenario, an association rented a convention center for the board meeting. The directors numbered more than 200. The things that matter the most about board size are governance efficiency and producing desired results.

• Check the boxes on director evaluations

  Wednesday, March 20, 2019

  Directors know if they are fulfilling their governance responsibilities. Given a board self-evaluation form, how would they check off the boxes? Every director starts their term intending to do a good job. For success, they need access to information and orientation. Board training is recommended annually, even for directors continuing their terms. It is an opportunity to "refresh and blend" the team.

• Chasing squirrels at the board table

  Wednesday, March 13, 2019

  If you’ve heard it once, you’ve heard it dozens of times at board meetings: "I just have a question." I observed it at a meeting recently. The offending director may or may not have realized what she was causing. Without being recognized by the chair, she said, "I just have a question." She followed her question with what seemed to be a personal opinion. For example, "Have we ever done it this way? I think if we change our approach and use new technology we will get better engagement." Directors have a duty to ask appropriate questions at the right time. But they should not hijack the meeting.

• Curbing mission creep and micromanagement

  Thursday, March 07, 2019

  Mission creep and micromanagement are disorders of a board. The symptoms and cures are different. Both create disruption in an organization. Mission creep is not a disparaging characterization of a member of the board. It is the process where a gradual shift in purpose occurs, with or without awareness. Micromanagement is a style where a manager or board members monitor employees too closely. It has a negative impact on staff when employees feel they are not trusted and are being evaluated by the board.

• Who sits next to you at the board table?

  Wednesday, February 27, 2019

  The caliber of directors serving on the board impacts governance and outcomes. I asked a leadership class, "What qualities do you expect of fellow directors when you join an association board?" One of the participants offered, "You are the average of the five people you associate with." These future leaders said they wanted to be surrounded by board members who exhibit the specific qualities listed in this article.

• Advice from an association’s past presidents

  Wednesday, February 13, 2019

  We invited a half-dozen past presidents of AIA San Francisco to lunch, asking them to share governance tips with the new board members. The first advice was, "please don’t call me past president. It sounds like I am deceased," one said. Their insights were eagerly accepted by directors. Another tip they offered was to take a break after completing the association presidency, "but don’t abandon the association." You will need a rest after the role of chief elected officer, but your skills and value remain essential in the association.

• What your association must know about board decorum

  Friday, February 08, 2019

  When directors join a board, they expect to receive and read the governing documents. The bylaws, policies and articles of incorporation outline board authority and limitations. But what about board decorum? Decorum is the behavior of directors considered to be correct, polite, and respectable. There are director expectations not written in the governing documents. They are described in a page titled "board decorum," "ground rules" or "cultural expectations."

• Build upon the mission

  Tuesday, February 05, 2019

  Every nonprofit has a mission or a statement of purpose. It communicates the organization’s reason for existence and public benefit. Discussions and decisions are framed by the mission. The best are distinctive, memorable and easy to recite. While the mission can stand alone, there are five documents that easily build upon and enhance the impact of the organization. This article contains a sequence of documents that can enhance the mission:

• Directors wear many hats

  Wednesday, January 16, 2019

  The director walked into the board meeting with an agenda of her own. She said, "My chapter expects the state board to resolve our situation." What hat was she wearing; a chapter director, a board member? She got on the board because the bylaws allow for representation from each chapter. This director had a bad assumption about governance. She was obsessed with the problems of her chapter rather than a shared focus on advancing the mission and goals of the state association.

• A new year means a clean slate for governance

  Wednesday, January 02, 2019

  Happy New Year! For some associations the governance-year begins in January. A new board and new year are opportunities for a fresh start. Ideally the legacy of the prior board can be built upon for continued progress. However, the previous board’s reputation might not be so stellar. Dysfunctions may have entered into board processes. Directors might have pushed personal agendas. According to Sam Kuhnert, founder at NubAbility Athletics Foundation, "The New Year is full of opportunity. Don't fear the processes of governance but embrace the chance to improve the organization and its impact in 2019."

• The case against monthly board meetings

  Tuesday, December 18, 2018

  Association executives often ask, "How frequently should the board meet?" The best answer is, "When there is a reason to convene for the purpose of governance." The majority of boards meet quarterly. It is ironic that some of America’s largest associations get the job done by convening only three times a year. Inversely, smaller associations and chambers find a need to meet monthly or bimonthly. Why do organizations with small budgets, fewer members or less programs need to meet more frequently?

• Your mission statement is not a holiday turkey

  Wednesday, December 12, 2018

  Boards sometimes create a mission statement similar to how we prepare a holiday turkey. They stuff as much as they can into the mission to satisfy everybody. Our family turkey used to have a bread stuffing. Then somebody suggested an oyster stuffing. My niece wanted a ground beef stuffing with onions, so we decided to go half and half inside the bird. Boards create mission statements like we cooked our family turkey, hoping to satisfy everybody’s tastes. Here’s what often gets stuffed into the mission.

• Living the association’s values

  Friday, December 07, 2018

  Boards frequently adopt values. Values are the guiding principles that are intended to frame discussions, decisions and events. Often the process of adoption is only a perfunctory step in strategic planning; like updating the mission or adding a vision. Once adopted, the values remain buried in the strategic plan report. They are seldom referenced at board meetings. If you ask a board if it has values, the room may go silent.

• The humble board member

  Thursday, November 29, 2018

  Is there one quality that is most respected among board members? A quality that supports continuous success? Something that enhances a culture of trust? Humility is the trait that best positions a director for sustainable effectiveness on a board. "When you step into leadership, success is no longer measured by your ability to do the work, but by your ability to set the stage for others to do the work," offers Heather Breen, director of governance, planning, and engagement at the San Diego County Bar Association.

• A project-driven membership model

  Tuesday, November 20, 2018

  Membership models are evolving. This article is about a unique dues model in a Ukrainian association. But first, the background in the U.S. Most associations rely on dues for half of their budget. A handful have dropped their dues entirely, surviving off of access fees for benefits, programs and services. This opens the door to serving 100 percent of the marketplace as opposed to "members-only." Though they dropped the concept of dues, they retained a mechanism to allow members who want greater access to be "investors."

• Why directors volunteer

  Thursday, November 15, 2018

  There are many reasons why volunteers accept leadership roles. The answers are diverse and revealing. I asked a group of leaders why they decided to become directors in a nonprofit organization. The Rev. Martin Luther King Jr. described volunteer service, "You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve. You don’t have to know the second theory of thermodynamics in physics to serve. You only need a heart full of grace. A soul generated by love." When the opportunity arises, pose the same question. This compilation is a testament to dedicated leaders.

• Stay away from ‘pocket’ associations

  Wednesday, November 07, 2018

  I had not heard the phrase "pocket association" until I was outside the U.S. Nor was I familiar with the statement, "I have an association in my pocket." The saying might be used by a politician or businessman to increase their perceived power or influence. If it sounds like they are seeking to increase their clout — you are right. The associations with which I interact are legitimate. They advance a good cause or mission. They provide value. They rely on a dedicated board of directors. Pocket associations are not so legitimate.

• The road to association excellence

  Tuesday, October 23, 2018

  "Are we the best we can be?" It’s a question boards and association executives should contemplate. There are many roads to excellence. Begin by considering what’s best for the association. Some programs focus on the organization and others the individual. What are the associated costs and how much time will it take? What will be the return on investment for the cost of time and fees? Which platforms for excellence positions the organization to advance its desired outcomes?

• Jump-start a conversation

  Friday, October 12, 2018

  A board member explained, "People joined 30 years ago because it was prestigious. Membership was the way to establish credibility and meet the right people. Our stature has faded since the ‘80s." Another director said, "Our numbers have declined for decades. They joined to build their business connections, now they use the internet." Can this association be jump-started for relevance and to deliver value?

• The corn maze of strategic planning

  Thursday, October 04, 2018

  Fall is the season for pumpkin patches and corn mazes. A corn maze is a strategically designed field that invites people to enter. The goal is to find the exit as efficiently as time allows. It is designed with obstacles and dead-ends so participants feel lost or confused. The maze comes to mind because an association board president said, "Our facilitator is going to lead us through the corn maze. When we exit, our strategic plan will be near completion."

• The right message for the board

  Friday, September 07, 2018

  What messages do volunteers receive as they consider board service? The responsibilities of volunteer leadership should be clearly communicated. The worst message is offered by nominating committees, "You won’t have to do anything when you get on the board." Other directors are "voluntold." The technique taps a person who misses a meeting or steps out for a moment, only to return to hear, "We decided you would be good for this responsibility."

• Tough love for an association in need of help

  Friday, August 31, 2018

  I stopped by a long-established association this summer. They told me they used to have 27 on staff, but they’re down to three people now. Out front by their office building were two signs. The association’s name and next to that, "For Sale by Owner." Inside is a boardroom with 26 upholstered leather chairs. In the parking lot is a notice, "Reserved for Chairman of the Board." The association celebrated its centennial anniversary recently. The website heralded "100 years of service." Nothing promoted the association’s vision or strategic direction.

• How to conduct a governance efficiency review

  Thursday, August 23, 2018

  An association's governance structure, culture and documents tend to become cluttered through time. Committees and directors like to "leave their mark" by adding people to the board, amending bylaws and suggesting policies ad nauseam. For instance, an association added a house of delegates because they felt it would protect against the executive committee hijacking the organization. To start the cleanup process, appoint a governance efficiency task force.

• Associations adapt for relevance

  Friday, August 17, 2018

  One of the most compelling books for association change is "Race for Relevance: 5 Radical Changes for Associations." Though everyday adaptations are not always "radical," boards might focus less on their past and more on the future. Association vital signs may be membership market share and retention rate. More important indicators are impact and outcomes. In a recent meeting of association executives, they shared how they are adapting.

• Governance between the rails

  Friday, August 10, 2018

  The elected chair of a chamber of commerce suggested, "A strategic plan keeps the board members between the rails." Her comment made sense to support good governance and a high-performing board. The rails are like train tracks. The intent is to stay within the rails. The board should avoid derailments and detours. Here’s how it applies to association good governance. The board wants to stay on the straight and narrow. Distractions are frequent.

• The essence of an association

  Monday, August 06, 2018

  Does an association have an essence? Every nonprofit has a statement of purpose, programs, members and a board of directors — but what about essence? Essence means a core nature or indispensable quality, especially something abstract that determines its character. There is reason to know the essence. It can help predict outcomes. It may differentiate the association from organizations with similar purposes.

• The association is not your father’s Oldsmobile

  Wednesday, July 25, 2018

  "It’s not your father’s Oldsmobile" was an advertising slogan from the 1980s. Its purpose was to communicate that the company’s vehicles had improved considerably from their perceived image. I use the statement with volunteer leaders to help them understand the need for boards and associations to evolve. There are external influences that suggest associations should adapt. Yet, many boards think the status quo is OK.

• A strategic plan implementation survey for the board

  Monday, July 16, 2018

  So, your board retreat was fun. A crescendo of good ideas were offered. The team got better acquainted. A three-year strategic plan was drafted. But come Monday morning, when daily routines set in, the retreat participants soon forget what was decided or the priorities to which they agreed. Before the retreat ends the most important question is, "What’s next?" What can be expected?

• Presenting the association operating system

  Tuesday, July 10, 2018

  There is no single prescribed way to operate an association. With more than 150,000 in the U.S., the management and governance styles are diverse. The book "Traction: Get a Grip on Your Business" describes an "entrepreneurial operating system" (EOS) with six key components. For associations, let’s call the concept the AOS — the association operating system. Each component of the system should connect with best practices and documentation to support high-performing organizations.

• Insights into the future of associations

  Thursday, July 05, 2018

  There is no crystal ball to predict the future of associations. Abraham Lincoln described it this way, "The best way to predict the future is to create it." An elective at the Institute for Organization Management is "Associations of the Future." The program is sponsored by the U.S. Chamber of Commerce Foundation. A group of executives shared their perspectives and innovative practices to remain relevant.

• Onboarding your new board members

  Wednesday, June 27, 2018

  Cassandra’s college professor said, "After graduating you should join a professional association, and if there is a chance for a leadership role you should take it." After she landed her first job, she joined an association. A few months later she received a call from the elected president asking, "We have an open seat on the board of directors, would you consider serving?" She felt honored and accepted without hesitation. The time between accepting the seat and her first board meeting would be critical. It's called onboarding.

• Leading board meetings with intent

  Thursday, June 21, 2018

  Is it possible to attend a meeting of a board of directors and not really know why one is present? Some directors don’t review the agenda in advance although it is the outline of work to be completed. Other directors might attend the board meeting for the wrong reasons. They show up because it is a good time to connect with colleagues or to gain insider information for their own interests. The best approach to attending board meetings is be intentional.

• Improving knowledge-based governance

  Tuesday, June 12, 2018

  Being asked to serve on a board is exciting. It is an opportunity to learn and demonstrate leadership skills, advance a cause and join a team. But the excitement wears off as the responsibilities for governance take over. A knowledge-driven board improves outcomes. Good board members base their deliberations on fact. Decisions guided by groupthink are to the contrary. That’s when the enthusiasm of the discussion drives voting.

• Association hijackings by consultants and hybrid solutions

  Tuesday, May 29, 2018

  Hijacks and hybrids seem unrelated to associations. In this article, they have an impact regarding recommendations by a hired consultant. An association hijacking is the consultant who disregards the culture and politics of the organization in favor of making changes he or she prefers. In an association, a hybrid solution may be taking the advice of a consultant and then adapting it to fit the organization.

• How to create a culture shift in association governance

  Monday, May 21, 2018

  Association executives are frustrated by boards characterized as the "lunch-bunch," a group that meets to hear reports, receive updates and enjoy friends. Symptoms of an underperforming board may be a lack of quorums, disengaged directors, ill-preparation for meetings, and little concern for impact. The phrase you hope never to hear from directors is, "But we are just volunteers." In reality, they are a team serving as trustees of the corporation.

• Like basketball, master the fundamentals to improve the association

  Monday, May 14, 2018

  "Get the fundamentals down and the level of everything you do will rise," said Michael Jordan. The principle applies to both basketball and associations. Basketball engages an array of people and elements, including the players, coaches, owners, arena staff, referees, fans and media. Every component has to master the basics to be effective. Associations, too, have many elements that must interface to achieve the desired results.

• Understanding the association org structure

  Wednesday, May 02, 2018

  "I’m new on the board. At every meeting I hear about more parts to our organization. Shouldn’t I understand the purpose and relations of each?" It was an honest question from a volunteer. "What are all these entities and why do we have them?" Many organizations have a structure beyond their single-entity association. For this new director, she was hearing about a political action committee, for-profit subsidiary and a charitable foundation.

• IRS Form 990 is revealing

  Wednesday, April 11, 2018

  ​Associations and most nonprofits file Form 990. It is submitted annually to the Internal Revenue Service (IRS) and averages 25 pages. A quick read reveals much about an organization. Responsibility for preparing and filing an accurate form rests with the filer, often a paid accountant and the chief staff person and board of directors. Executives want to be fully versed in the form to maintain exempt status and accuracy.

• New on the board? Ask questions

  Wednesday, April 04, 2018

  Joining a board of directors is an exciting experience. It is an opportunity to lead and to serve, a chance to advance a mission or cause. But directors with minimal experience in governing often don’t know what to ask.

• How to measure the board’s performance

  Wednesday, March 14, 2018

  "If you can't measure it, you can't improve it," said Peter Drucker, author and management consultant. The concept applies to associations, too. Volunteer leaders on the board may not think of the association as a business. They probably know the importance of key performance indicators (KPIs) in successful organizations but don't give them much thought in a nonprofit. Nearly everything in an association can be measured. Directors and staff should discuss and agree on what they want to monitor and then identify the KPIs.

• Identifying the board’s values

  Wednesday, March 07, 2018

  Every board has a set of values, whether they know them or not. Some organizations add a list of values to complement their mission and vision statements. The three statements make up the "brand platform."

• Reverse engineer the president’s year

  Wednesday, February 28, 2018

  I met an elected president who was eager to lead. He had a lofty presidential agenda to achieve. When I checked in with him a year later, he was frustrated that what he set out to do was not completed as he had hoped.

• Keep board meetings focused

  Wednesday, February 21, 2018

  Many factors detract from good board meetings. They range from a poor setup to an ill-designed agenda. Some executives have described their board as having attention-deficit/hyperactivity disorder (ADHD).

• Conveying the role of the board

  Wednesday, January 24, 2018

  "Welcome to the board, your role is to govern." Not all directors know the meaning of governance. Some join the board with experience in their own work settings of making administrative or tactical decisions each day. This is not governance.

• Strategic or tactical board?

  Wednesday, January 10, 2018

  The board meets for the purpose of governance. Governance is described by most state corporate statutes as adherence to policies or governing documents and the continuous monitoring of their implementation. The principal duties of a board include advancing the mission, protecting assets and serving the membership.

• Managing the association’s rainy day fund

  Wednesday, December 06, 2017

  Some associations are sitting on considerable reserves — a combination of savings and property. Ask why they have amassed the assets, one might hear, "It is our rainy day fund."

• Instilling a corporate culture at your association

  Wednesday, November 08, 2017

  ​I suggest that boards adopt a corporate culture to increase their impact and outcomes. Corporate culture can be described as the beliefs and behaviors that determine how volunteers and staff interact and handle decisions. But some nonprofit boards refute the idea of corporate culture.

• A legacy of association leadership

  Wednesday, October 25, 2017

  ​I was introduced to Dr. Richard McDonald after his death. McDonald worked at the Texas Cattle Feeders Association for 32 years. He retired in 2006 after a distinguished career of service to the cattle industry and died in 2010. Among colleagues, industry and professionals he was recognized for his successes.

• Do we really need a strategic plan?

  Wednesday, October 18, 2017

  ​The newly elected president walked into the executive director's office to discuss the year ahead. He brought a notepad filled with 13 projects to achieve before his term ends. How should the executive respond?

• What’s on your board’s reading list?

  Wednesday, September 27, 2017

  Good counsel for an incoming board chair is "read to lead." While the advice is sound, it deserves explanation. Every organization has a "governance reading list." Without exception, board members should have access.

• How to manage board leaks

  Wednesday, September 20, 2017

  ​Nothing is more frustrating than making a decision at a board meeting and having members asking for details by day's end. How did members find out about the discussion just hours after the meeting adjourned?

• 12 tips for clean governance

  Wednesday, September 13, 2017

  It's always good to look for ways to improve board meeting processes and outcomes. Are there any bad habits? Does the governance reflect a high-performing organization? What improvements can be made?

• Information is the new golden handcuff

  Wednesday, September 06, 2017

  ​There was a time when members joined for access to benefits such as health insurance, long-term disability or workers' compensation. For numerous reasons, such programs have faded or are no longer the domain of associations and chambers.

• The board’s role in asset protection

  Wednesday, August 30, 2017

  In a meeting of the components of a national association, odds are good you will hear the whispers, "Did you know about the embezzlement at XYZ association?"

• Building the perfect board

  Wednesday, August 16, 2017

  "The Perfect Storm" is a 2000 movie about an unusually intense weather pattern that catches some commercial fishermen unaware and puts them in mortal danger.

• Judging the culture of an organization

  Wednesday, August 02, 2017

  "I'm eager to contribute time to a board or committee, but first I want to know about the culture of the organization. How will I decide if it's a good fit?" This was a question from a willing volunteer in a class of emerging leaders.

• SWOTs suck — How can we improve them?

  Wednesday, July 19, 2017

  "SWOTs suck!" That's a direct quote from an association executive in a class discussing strategic planning. I may have agreed, probably smiled, but I would not have said it quite like that. SWOT is a euphemism for a process to analyze the environment affecting an organization. The acronym stands for strengths, weaknesses, opportunities and threats. Its purpose is to examine the current situation of an organization by considering internal and external factors. An environmental scan supports better decision-making.

• It’s time to revise the board agenda

  Tuesday, June 27, 2017

  ​The board meetings were boring. The agendas included a dozen reports and updates that ate up valuable time. Discussions were not innovative, inspiring nor visionary. Directors whispered, "This is a waste of our time."

• Fundamentals of good governance

  Wednesday, June 21, 2017

  "Welcome to the leadership team." The purpose of the board is to govern. To familiarize you with governance, it has been dissected here into five high-level areas. Board discussions should be visionary and directors are considered as thought leaders, or people whose views are taken to be authoritative and influential based on global and environmental perspectives. It is not about personal gain, but rather advancing the statement of purpose to benefit our community.

• The relationship between board and committees

  Wednesday, June 14, 2017

  What is the best relationship of the board to committees? Are directors required to chair committees or serve as liaisons? Do committees work independent of the board, composed entirely of nonboard members?

• The ROI on board service

  Wednesday, May 31, 2017

  "Leaders are made, they are not born," said NFL Hall of Fame coach Vince Lombardi. So where does one find a good source for leadership development? Association boardrooms are ideal schools for leadership.

• How volunteers define leadership

  Wednesday, May 10, 2017

  A board is a combination of volunteers dedicated to governing an organization. In the U.S., there are more than 1.5 million nonprofit boards of directors. From the start, the directors must concur on their roles and responsibilities to advance the mission and serve the members. They must recognize that each person brings a unique perspective and experience that must be blended to work as a high-performing governing body. Directors all have their own perspectives of leadership and the characteristics necessary to produce results.

• 11-step checklist for implementing the strategic plan

  Wednesday, May 03, 2017

  The planning retreat is an important activity for reviewing and developing strategy and direction. During the retreat, enthusiasm builds for new programs and growth. After the retreat, everyone returns to their daily priorities. The retreat is just a memory.

• This meeting was a disaster

  Thursday, April 13, 2017

  ​Scheduled to start at 5 and end at 8, the meeting began with 20 people making self-introductions. They took 35 minutes. I recognized a glitch as a majority included the phrase: "We have a problem." I knew the attendees to be efficient and innovative professionals, so it was surprising to hear the group focus on the negative. Nobody offered positive statements such as, "We are empowered to bring about resolution," or "Through collaboration we can solve our problem."

• The first bite: Dealing with conflicts of interest

  Wednesday, March 22, 2017

  The chairman of the board explained his perspective about directors benefiting from board service: "Because our board members are volunteers, the best way to ensure they receive payback is give them first bite at business opportunities in the association."

• Is my board broken?

  Wednesday, March 08, 2017

  In a meeting with association executives, I asked, "Is there anything wrong with your board of directors?" I chronicle the replies and offer solutions. Of course, the purpose of a board is to govern the association. Directors serve as trustees or fiduciaries on behalf of the membership. Meetings of the board should produce results. This article features the concerns of a dozen executives.

• The empty seat at the board table

  Wednesday, February 22, 2017

  This is not a story about a quorum — though one would hope there are no empty seats at the board table when a meeting is called. This is a tale about member interests being considered at board meetings.

• Set ground rules for committees

  Wednesday, February 15, 2017

  First committee meetings of the year off to a rocky start? Start by setting ground rules as the foundation for involvement, processes and achieving outcomes. Discuss these perspectives with committee volunteers then make a list of agreed-upon ground rules.

• Overcoming the dues disconnect

  Tuesday, January 31, 2017

  Way back in the year 2000 in the book "Bowling Alone," author Robert Putnam described how Americans are disengaging from civic organizations, political involvement, meeting attendance and volunteer service. Though more people are bowling, the number of leagues has decreased. People prefer to bowl alone — when, where and with whom they want.

• Terminology and methodology of strategic planning

  Tuesday, January 17, 2017

  ​Nearly every organization relies on a strategic plan. It's a multiyear road map focusing energy on gaining achievements. Without a plan, day-to-day administrative tasks become priority. Significant goals are seldom reached. Mission creep may occur without focus on mission and vision.

• Key performance indicators for successful associations

  Tuesday, January 10, 2017

  Many of the topics that come before the board of directors start with a simple statement: "I have a good idea." From there, passion takes over. An idea for something that sounds good might pass without much knowledge-based discussion. Or "group think" presides, with people supporting the idea because they thought everyone was in favor.

• Your strategic plan needs a champion

  Wednesday, December 14, 2016

  ​The board wrapped up its retreat, drafted a strategic plan and intended to officially adopt it at the next meeting. That's often where plans die. Upon adjournment of the retreat, busy schedules take over. The plan is shelved or filed. The saying "out of sight, out of mind" applies.

• What purpose does this committee serve?

  Wednesday, December 07, 2016

  At the first meeting of the committee, one of the members asked the chair, "So what should we do this year?" The chair responded, "We don't make up our own agenda. The board has assigned tasks that will help them advance the strategic plan."

• Tweet the mission statement

  Tuesday, November 22, 2016

  Every association has one — a reason for existence. It is expressed as a mission statement or a statement of purpose. For organizations filing IRS Form 990 annually, the statement is included on page one. Through time mission statements tend to accumulate clutter. What started out as the purpose of the organization gets weighed down by inserting priorities, adding values and expanding to include narrative.

• Doomed at the start: 4 signs your association is in trouble

  Wednesday, November 02, 2016

  These four association scenarios signal trouble for the year ahead. At a leadership forum for officers and executives, I asked an executive director if she had brought her chief elected officer. I was surprised by her answer.

• 17 tips for the incoming president

  Wednesday, October 19, 2016

  Possibly the best counsel to an incoming elected president comes from a past president. Pass along these tips to incoming officers.

• Why you need a strategic plan Sherpa

  Wednesday, October 05, 2016

  The board held a retreat every few years. Directors described it as valuable and a good way to meet other members. Though a plan strategic plan was developed, come Monday morning nobody gave the plan much thought. It went on the shelf with the other plans.

• The association of the future is in the room today

  Wednesday, September 28, 2016

  At a recent meeting of associations representing similar business sectors, the executives described their organizations. I asked them to use quantifiable aspects in their descriptions. For example, size of the board, number of members, annual budget or size of the staff. Introductions of this type allow colleagues to compare and contrast performance.

• Improving the board experience

  Friday, September 02, 2016

  Meetings of the board can be dreaded or difficult to endure. Listening to reports, watching individuals promote personal agendas, and enduring a lack of focus on outcomes and bad behavior leaves some board members wondering if it's worth their time. It is no wonder it's difficult to get a quorum.

• Vertical resources for association executives

  Wednesday, August 24, 2016

  ​The United States has more than 150,000 associations. Nearly 3,000 national associations reside in the Washington, D.C., area, while the majority of associations are state and local in scope. Where do association professionals turn for help?

• Use board orientation to refresh and blend

  Wednesday, August 17, 2016

  Boards often scoff at the idea of an annual leadership orientation. They say, "We had a good one three years ago," or "There are only two new members on the board — we'll do something for them next year."

• Everything in an association can (and should) be measured

  Wednesday, August 03, 2016

  The motion on the board table had enough momentum to pass. Then an astute director asked, "How will we measure performance? How will we evaluate our success for failure?" Boards often adopt programs and pass motions without considering performance expectations. For example: "I propose that we direct staff to increase student memberships." Does that mean 100 new students? Is it a plan to create student chapters? The motion does not define performance measures.

• What does the association of the future look like?

  Wednesday, July 27, 2016

  Does anybody know what the association of the future looks like? At the Institute for Organizational Management, offered by the U.S. Chamber of Commerce Foundation, I have the opportunity to teach — or facilitate — a class entitled "Strong Associations for the Future." The elective is described as an environmental scan of challenges, opportunities and resources to better position organizations.

• Boardroom courtesy helps avoid a meltdown

  Wednesday, July 13, 2016

  The board meeting is a setting that brings together diverse volunteers for the purpose of governance. Discussions can be passionate and frustrating, and the environment unique to new directors. How can you avoid a boardroom meltdown — when voices are raised, fingers are pointed or directors leave angrily? Observe boardroom courtesy to enable a more effective governing process.

• Say yes to leadership

  Wednesday, June 29, 2016

  ​I met a young women in the Middle East who volunteered as a trainer for her professional association. We discussed the goals of the association, and she asked what I thought of the mission and vision statements.

• 38 truisms every association needs to know

  Tuesday, June 07, 2016

  Through many years I have espoused principles to serve as platforms for board development. Sayings directors may ponder and hopefully remember include nuggets like, "Boards govern and staff manage."

• Get visual with dashboards and data walls

  Wednesday, May 25, 2016

  The problem was serious, and the executive director was under fire. He explained, "The board thinks membership should grow faster." In his nine years of working at the association, the net growth of membership averaged 5 percent per year. Through a tough economy and significant environmental threats, the growth continued with the hard work of staff and committees.

• Is the franchise model good for associations?

  Wednesday, May 11, 2016

  ​Nonprofit associations and for-profit franchises share a drive for good customer service, brand awareness, delivery of products and services, and sustainability of the organization. But when I describe the association concept to volunteers, they are more focused on committees, member growth, fundraising and conferences.

• What can we do about free riders?

  Wednesday, May 04, 2016

  In economics, the free rider problem is described as a situation where some individuals in a population either consume more than their fair share of a common resource, or pay less than their fair share of the cost of a common resource.

• Successful boards govern more, manage less

  Wednesday, April 20, 2016

  The board settled in for a productive meeting. The agenda listed several significant items, including the approaching legislative session, a fundraising campaign and the selection of the site for the 2018 conference. The initial 60 minutes entailed listening to a dozen committee reports (which actually took 90 minutes). Then came the first item requiring a motion — selection of the 2018 convention city and hotel.

• Creating more engaged boards

  Wednesday, April 06, 2016

  With 1.5 million nonprofit boards in the U.S., many struggle to attract and engage good leaders. Complaints about directors often sound like this: "They lose steam. A few quit coming to meetings. The passion they expressed has waned."

• Got the agenda — Now what?

  Wednesday, March 23, 2016

  The purpose of an agenda is to ensure a meeting will be conducted in an orderly manner and discussions will lead to results. With an agenda, conversations stay on track, and the meeting should end on time.

• What’s the cure for a board hangover?

  Wednesday, March 02, 2016

  A hangover usually refers to "discomfort from overindulging." More recently, it is the name of a movie about a bachelor party gone wrong in Las Vegas. But a hangover should not describe a board or any of its directors.

• False starts: 13 ways to blow strategic planning

  Wednesday, February 24, 2016

  Boards can be resistant to thinking strategically — they often find it easier to focus on short-term thinking and safe topics. A few boards consider planning an expensive process, while others fear the group hugs and games that characterize some retreats. Even the boards that have budgeted for planning often delay it a year or more.

• Smoothing the transition to past president

  Wednesday, February 03, 2016

  "The past president destroyed my potential for a successful term," said the board's chief elected officer. "My past president was argumentative, unreliable and promoted a personal agenda." About 80 percent of nonprofit organizations keep their immediate past president on the board for another year. A good past president knows how to transition from the chief leader to serving as a director on the board.

• When did committees go out of fashion?

  Wednesday, January 20, 2016

  A frequent question of association executives is, "Can you tell us how to get our committees to work?" It is followed by descriptions of declines in volunteering, do-nothing committees and committees that act without authority.

• How to avoid a match of boardroom volleyball

  Wednesday, January 06, 2016

  Ever watch a board meeting that looked more like a volleyball game? The sport is between teams of players separated by a net, each trying to score points before the ball hits the ground. (Equate the board table to the net.)

• Favored statements at board meetings

  Wednesday, December 02, 2015

  I have sat through enough board meetings to distinguish the feeble phrases from the more powerful statements. For example, an association distributes committee and staff reports two weeks in advance through a board portal or Dropbox. But not everyone reads the reports. You recognize these directors as they begin statements with the phrase, "I just have a question."

• Fishing for leaders: How to hook the next generation of volunteers

  Wednesday, November 18, 2015

  Try this at a committee or board meeting: Ask the volunteers how they got their leadership position. Nearly everyone will say, "Somebody asked me." Willa Fuller, RN, and executive director at the Florida Nurses Association called it "fishing for leaders." But not all volunteers take the bait. She said the hardest volunteers to hook are the millennials and younger.

• Committees can make or break a president

  Wednesday, October 14, 2015

  ​The incoming president or chair ponders an installation speech to begin his or her term of office. Concurrently, it is important to be strategic about managing committees. Associations have varied committee structures. Some prefer task forces over standing committees. Many ask board members to serve on them, while others engage their members with a multitude of committee opportunities.

• Form follows function: Association structure and strategy

  Wednesday, October 07, 2015

  "Form follows function" is a principle associated with architecture. The shape of a building or object should be based upon its intended function or purpose. In other words, the way something looks should be determined by its purpose. This idea can easily be applied to associations.

• What is wrong with my board?

  Wednesday, September 09, 2015

  I asked a dozen association and chamber executives, "What's wrong with your board?" and each had a story to share. The group offered frank examples of what's wrong in hopes of improving board performance. The list of their examples below is categorized by leadership selection, governance structure and board behavior.

• Use the 3 P’s to ensure your new president is ready to lead

  Wednesday, August 26, 2015

  Is the incoming chief elected officer — aka president or chairman of the board — ready for the job? Transitioning from VP or president-elect to the office of the president requires preparation. He or she assumes responsibility for advancing the mission, serving the members, protecting the assets, solving the problems, addressing the media and inspiring the leadership, among other duties. The more one prepares, the better the results.

• Identifying the key values desired in your board members

  Wednesday, August 19, 2015

  ​Board values are the guiding principles of an association’s governing body. In a discussion with association and chamber executives they identified the values they most seek in building high performing boards.

• Associations as microcosms of governments

  Thursday, August 06, 2015

  Associations seem to be microcosms of governmental bodies. Their principles and processes mirror how local, state and national governments receive input and solve problems — though sometimes more efficiently. In the U.S., associations have collaborated with and impacted government since they were formed in the 1700s and 1800s.

• Innovation garage: Processing new ideas at the board table

  Wednesday, July 08, 2015

  Directors sometimes believe success will be measured by the number of programs they recommend. Many are innovative in their business settings and bring that trait to their board service. The phrase usually starts with "I have a good idea ..."

• Kaizen: Taking the association to the next level

  Wednesday, July 01, 2015

  "Can you help us take our association to the next level?" It is a frequent question among boards and executive directors. Many cite Jim Collins' book, "Good to Great," to describe a transition to becoming better associations.

• Easing the transition to past president

  Wednesday, June 03, 2015

  The past president, or former chair of the board, can be an invaluable position in the association. They have the experience and knowledge to support sustainability of programs and leadership. Regrettably, upon passing of the gavel, some presidents disappear with a sigh of relief.

• Your gavel is not a magic wand, crown or crystal ball

  Wednesday, May 27, 2015

  Associations have a tradition of passing of the gavel. At installation, the outgoing president hands the gavel to the incoming board president. I've heard executive directors say they wish the gavel came with a message: "This is not a magic wand, crown or crystal ball." Wielding a gavel and being the chief elected officer does not guarantee success. Leadership of an association requires focus, determination and work, among necessary qualities.

• Feeling trapped on a board

  Wednesday, May 13, 2015

  He was excited to be a new director on the association's board of directors. By his second meeting, he was feeling trapped in an unpleasant three-year commitment. This scenario happens too often. While associations seek leaders, the culture of the board may not be so welcoming. A board set in its ways, or without the principles of engagement and transparency, will be a hurdle for new volunteers.

• Who votes on your board? Ex officio directors losing favor

  Wednesday, April 29, 2015

  When the society's board meeting was called to order, a representative of the college's Office of the Dean attended. According to the organization's bylaws, the dean was an "ex officio" member. The bylaws indicate 18 directors on the board, three of which are ex officio. The rationale was that it would be good to exchange information with these important stakeholders.

• Drawing a clear line on transparency in associations

  Wednesday, April 15, 2015

  ​Last week, a member of the board of directors gave his meeting packet to a local chapter president. It included the parent organization's proposed budget, roster of dropped members and confidential contract proposals. When asked why, he replied, "We’re nonprofit, we have to share the information with members."

• Help me help my board

  Wednesday, March 25, 2015

  "Help me help my board" is a lament among association executives. The cry arises because few board members have extensive knowledge of governance. Instead they are guided by myths, stay in their comfort zone ("I won't say anything my first year") or they pattern themselves after board behaviors (right or wrong).

• Financial policies support good governance

  Wednesday, March 11, 2015

  Too many associations get in trouble because the board of directors does not recognize good policy and procedure. I recall one association that had an audit three years in a row but still lost $1.1 million to embezzlement. The board had not established solid financial policies.

• Less is more when it comes to setting goals

  Wednesday, March 04, 2015

  Sitting in a planning meeting recently, I noted that during the first hour the board of directors had recommended three goal areas. The enthusiasm continued with directors suggesting several more worthy-sounding ideas. A seasoned volunteer leader stopped the conversation, saying, "I've found in life that few of us will remember more than three goals, I suggest we stop now."

• 10 questions you want to hear board members ask

  Wednesday, February 11, 2015

  Convening a board meeting can be costly. Some boards meet as often as monthly or bimonthly, though most meet quarterly. The board is convened for the purpose of governance. However, meetings often deteriorate into administrative discussions and committee work.

• An afternoon with the incoming president: Planning the year

  Wednesday, January 14, 2015

  Success for the incoming president is crucial. An afternoon discussion with him or her prior to taking office will enhance understanding, performance and outcomes. To gauge president-elect's preparedness, I ask, "What are your goals? What do you intend to achieve?"

• If you see something, say something

  Tuesday, December 16, 2014

  ​The incoming president announces her priorities. She shares her vision with the board, committees and staff, forecasting a successful leadership year. What could go wrong?

• Orientation should be more than a familiarization tour

  Friday, November 21, 2014

  Most organizations conduct board orientation periodically. The audience, delivery, content and frequency vary broadly. There is even difference as to whether the process is exclusively for new leaders or should include the entire board (plus committee chairs).

• Use a mission moment at your next board meeting

  Wednesday, November 05, 2014

  The board meeting is called to order. After announcements, directors get down to the business of advancing the organization's mission. Or do they? The board is responsible for advancing the mission even through the many diversions, including reports, updates and concerns about operations. Soon somebody asks about lunch. Then a few directors apologize for leaving early. None of this sounds like a meeting focused on its mission.

• When directors go rogue

  Tuesday, October 21, 2014

  The reputation of an organization can be tarnished by a director who acts without authority or in defiance. A person who openly criticizes the leadership or complicates with staff relations is a perfect example. Most boards simply tolerate the behavior — few remove or censure a volunteer.

• After the board meeting: From table to execution

  Wednesday, September 24, 2014

  It has been said that most actions fail to be implemented following a board meeting. How could this be when the commitments are documented in the minutes, consensus has been reached and assignments were made?

• Is it time for a governance makeover in your organization?

  Wednesday, September 10, 2014

  ​How long does it take a member to communicate a problem or idea to reach a satisfactory resolution in your organization? Does it enter the governance pipeline only to be delayed, lost or unresolved? As nonprofits struggle for relevance, the governance structure should not be the root of the problem.

• But I thought the board wanted this ...

  Wednesday, August 27, 2014

  ​High-spirited and eager-to-contribute board members often voice their ideas with enthusiasm and good intentions. With discussion, the enthusiasm for the idea increases. The conversation gains support as more people join in, giving the perception that the proposal is popular and worthy of support.

• Make a list — and check it more than twice

  Wednesday, August 13, 2014

  Checklists detail the best ways to accomplish projects. Airline pilots rely on them from preflight to landing the plane. Health care professionals use them to make certain they consider every option, especially in life-saving situations. Where one omission can cause disaster, a listing of tasks, steps, best practices and protocols is essential.

• Arm the chief elected officer with these tools to succeed

  Wednesday, July 30, 2014

  The new chairman or president of the board has every intention of doing a good job to lead the organization. His or her primary role is to advance the mission and strategic plan — producing significant results during the term of office.

• Improve outcomes of annual board retreats

  Wednesday, July 02, 2014

  ​Organizations plan an annual retreat to empower the board of directors with information and inspiration. The meeting is designed to transfer information to the leadership. The schedule often includes time for recreational activities or team building. While every retreat is well-intentioned, when volunteers are asked what they expect to gain, they reply, “I hope we get to know each other better.”Their expectations are low.

• What should you do when guests attend board meetings?

  Tuesday, May 13, 2014

  Board meetings are called for the purpose of governance in accordance with the bylaws, policies and state law. They require a quorum of the directors and the support of staff. What do you do when guests attend?

• Before saying ‘yes’ to serving on a board

  Thursday, April 24, 2014

  My friend was asked to join a board of directors. I could see that he was flattered and considering the invite, but I don't think he knew what questions to ask about serving on a board. Here's a checklist prospective board members may want to consider

• Whose role is it?

  Wednesday, April 09, 2014

  ​It takes a partnership of the board president and the executive director to sustain good governance and management. Consideration should be given to whose role it is when carrying out governance and management duties.

• How to kill strategic planning before starting

  Tuesday, March 25, 2014

  ​Volunteers invest a lot of time and money to attend the strategic planning retreat. The result should be a document to guide the board, committees and staff for several years. Some groups sabotage the planning process with shortcuts and frugality.

• Setting an agenda streamlines the meeting process

  Wednesday, March 12, 2014

  If there is a reason to meet, there should be a meeting agenda. Most agendas are built on precedent: "We've always done it that way." Seldom do incoming officers consider the format of an agenda to craft improvements, and agenda development is often delegated to staff.