+ Professional Board Management: Increasing Leadership Capacity for Optimal Chamber Performance Presented by: Shera Sever Igniting The Spark™ Creative Solutions for Changing Times California Hispanic Chambers of Commerce 35 th Annual Convention Aug. 14, 2014 Garden Grove, CA
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
+Professional Board Management: Increasing Leadership Capacity for Optimal Chamber Performance
Presented by:Shera SeverIgniting The Spark™Creative Solutions for Changing Times
California Hispanic Chambers of Commerce35th Annual Convention
Aug. 14, 2014Garden Grove, CA
+Professional Board ManagementIncreasing Our Capacity & Strength
Introductions2014: Success2014:On-going Challenges
+Professional Board Management
Identify Top Leadership Engagement Drivers Recruit and retain champion Board Members Develop and implement Board Member Orientation Program Motivate with Recognition Cultivate Accountability
As a result of this workshop, participants will gain additional knowledge, resources, and tools to:
+Certified Chamber Leader Curriculum
Parliamentary Procedures
(CL-A)
Strategic Planning
Classroom (CCL)
FundraisingClassroom (CCL)
Financial Management
(CCL)Classroom or Web
ElectiveBoard
Engagement
LegendCL-A: Chamber Leader-AssociateCCL: Certified Chamber Leader
+Certified Chamber Leader Full Curriculum
Parliamentary Procedures
Strategic Planning
Board/Volunteer
Engagement
Financial Management
FundraisingProgram Management
Marketing & Social Media
Governance Forming &
Operating a Non-Profit
Best Practices
+
Recall a project, program or significant event that exemplified you at your leadership best.
Briefly describe the experience What were the 4 things you did/actions you
took as a leader that caused the experience to be your personal best?
What key lessons about leadership did you learn from the experience?
Leadership
+Professional Board ManagementHigh Trust Leadership
+High Trust Leadership
Low Trust Relationship:
1 Who do you have to work with? (Boss, colleague, partner, customer)
2 What’s it like to work with this person?
3 What’s it like to communicate with them?
4 How long does it take to get things done?
5 What kind of results can you achieve with them?
High Trust Relationships: 1. Who do you have to
work with? Write down their name .. .
2. What’s it like to work with this person?
3. What’s it like to communicate with them?
4. How fast?5. What kind of results
can you achieve with them?
+High Trust LeadershipTHE SPEED of TRUST 96% of engaged associates trust their leaders (Gallup study)
Talk StraightDemonstrate
RespectCreate TransparencyDeliver ResultsClarify Expectations
High Trust Leaders: 10
Practice Accountability
Raise Their Own Bar
Listen First
Keep Commitments
Extend Trust
WHO TRUSTS YOU: (self-assessment) www.whotrustsyou.com
(5-1 )Strongly agree to strongly disagree I have a clear understanding of my values. I behave consistently with my values I sincerely desire the best for others Others know I desire the best for them I possess the skills and abilities necessary to
succeed I have a track record of producing results My track record gives others the confidence that I
will produce results I trust myself Others trust me
High Trust Leaders11
+
What questions do you have?
High Trust Leadership
+Professional Board ManagementIncreasing our Capacity and Strength
What is engagement?
+Volunteer Motivation
Why do people serve on your board?
What keeps them motivated and committed?
+Maslow’s Hierarchy
+Engagement Drivers
Engagement
Accountable Leadership
Recruitment& Solid
Orientation
Communication Systems
Recognition & Feedback
Collaboration
+Engagement Drivers
Engagement
Accountable Leadership
Recruitment& Solid
Orientation
Communication Systems
Recognition & Feedback
Community & Collaboration
+Professional Board Management:Recruitment Plan
+Board Recruitment Plan
Share the Vision Share the MissionClear roles & responsibilitiesEmbody the Chamber’s personalityBenefits
+Board Recruitment PlanWho we are
The California Hispanic Chambers of Commerce (CHCC) has a network of over 65 Hispanic chambers and business associations throughout the State of California.
The CHCC is the premier and largest regional ethnic business organization in the nation that promotes the economic growth and development of Hispanic entrepreneurs and California’s Emerging Businesses .
Through its network of Hispanic chambers and business association, the CHCC represents the interest of over 700,000 Hispanic business owners in California.
+Board Recruitment PlanOur Mission
"Advocacy, Empowerment, Education for California's Hispanic Businesses”
+Board Recruitment PlanWhat we’re looking for
TitleSkills/ResponsibilitiesBe creative, cleverMove beyond bullet points- use narrativeInclude accomplishments
+Board Orientation
Develop a solid Board Orientation program
+Board Recruitment PlanningIt’s your first day. You’ve just been appointed Committee Chair.
What is your Chamber’s Mission?
What does this mean to you?
How do you perceive your roles and responsibilities?
What are your goals?
What information do you need to succeed?
+Board Orientation
Constitution/By-LawsMission/Purpose StatementLong term goals & current plansAnnual Budget & Financial ReportCommittee DescriptionsOrganizational ChartContact infoMeeting schedules
+Board Orientation
Create a Performance PlanMutual ExpectationsAction PlanOutcomes
Performance Plan
Adapted from Chamber Strategic Planning Workshop, Scott Winter
+Performance
Organizational Goals
Committee Goals
Individual Goals
TRACK RESULTS
+Board Orientation
What is your current board member orientation process?
What’s in place?
How’s it working?
What’s still needed?
+Engagement Drivers
Engagement
Accountable
Leadership
Recruitment
& Solid Orientati
onCommunication Systems
Recognition &
Feedback
Community &
Collaboration
+Professional Board Management: Engagement & Recognition
How do you recognize your board members engagement & contributions?
+Recognition StrategiesVolunteer Manifesto: If you want my loyalty, commitment, and stellar performance remember that I need:
I need to be part of the organizational planning of our objectives. I need organizational goals and objectives that are clear and obtainable. I need to feel that what I am doing has real purpose and contributes to welfare of the organization and community at large.
I need autonomy and collaboration in setting standards for performance. I need to know what is expected of me (not a laundry list of “duties”.) I need to have challenging responsibilities within my range of interests and abilities.
+Recognition StrategiesVolunteer Manifesto: If you want my loyalty, commitment, and stellar performance remember that I need:
I need feedback about my performance and our progress. I need to be kept informed. I need to have good rapport with and confidence in the leadership of the organization. I need recognition, as it is due.
Individual Recognition (SSIP)
SincereSpecificImmediatePersonalized
.
Recognition Strategies
+Committee Member RecognitionWeekly Check-In’s
How are you doing?How is the committee doing?How can I help? What support do you need?
Public RecognitionIn monthly board meetingsIn all membership communicationAt chamber wide events
+Performance Feedback
Focus on the positiveGenerate a 2-way dialog
on “raising the bar”.Utilize communication
models
+C.A.R.E. MODELCommunication
•On-going feedback about performance•Clear communication about expectations, goals, changes
Attitude •Positive Attitude•Trust, Respect, and Appreciation•Actively Listen
Recognition •Sincere •Specific•Immediate•Based on Performance
Enthusiasm •Encourage•Empowering
+Recognition & Feedback
What forms of Recognition & Feedback does your Chamber use?
Individual Level
Committee Level
Chamber Level
+
What questions do you have?
Recognition & Feedback
+Engagement Drivers
Engagement
Accountable
Leadership
Recruitment
& Solid Orientati
onCommunication Systems
Recognition &
Feedback
Community and Collabor
ation
+Engagement Management
The
EXIT INTERVIEW
+Exit Interview
High Impact Questions:When you first joined our organization, what was your big vision?How close to realizing that are you/we?What do you see as our organization’s most significant outcomes/impact?
+Professional Board Management: Engagement = Strength
How can we engage our board members and strengthen our chamber?
+Creating a Culture of Engagement:Action Plan Identify a committee you are currently the chair of or are a
member of. What is the purpose of the committee? What are the responsibilities the committee? What are the short term goals of this committee? What are the annual goals of this committee? What are your specific performance goals? How will you measure your personal success? How will you measure the success of the committee?
+ Creating a Culture of Engagement
We’ve Covered a lot! Leadership Engagement Drivers New Board Member Recruiting and
Orientation Ways to motivate committee members
with feedback and recognition The Exit Interview Committee Action Plan
In today’s workshop, we’ve examined:
+Professional Board Management
Thank you for your time and participationGo forth and engage!
Igniting the Spark™Leadership, Engagement, & Business Development
415.713.7727www.sherylsever.com
Related Documents
