by Susan Detwiler | Dec 19, 2014 | Communication, governance, leadership, nonprofit, Standards, Strategic Planning
It’s hard to write a blog post in December without somehow bringing in the winter festivals. They are hard to ignore. Whether we observe a festival or not, we get caught up in end-of-year fundraising appeals; endless staff, neighborhood, organization and family parties; last minute shopping, travel and cooking.
Yet with all this busyness, it is also a time when, regardless of your faith, it is a little easier to see the good will in others.
So today I refer to an earlier essay on Presuming Good Will. Originally written in 2010, the message still resonates.
No one is on a board of trustees because she wants to see the agency die. No one is on a board of directors because he wants to run it into the ground.
There may be strong disagreements, but it’s important to assume the disagreement is based on good intentions, and presume good will on the
part of the ‘other.’
Let’s use this time of year to really see the good will in our colleagues, friends and family. Let’s recognize that we can all agree that we want what’s best for our organization, even if we may not agree on what that best is.
Then let’s bring this perspective with us into the new year, and remember the good will we share as we build towards our respective visions for our communities.
If you are celebrating a holiday this season, I hope that it is warm and meaningful. If not, may you find the time to enjoy the lights and festivities that others provide.
Happy New Year!
Susan
Learn more on building a team out of your board members, and bringing together board and staff at www.detwiler.com or reach me at sdetwiler@detwiler.com.
by Susan Detwiler | Dec 6, 2014 | collaboration, Communication, governance, leadership, Strategic Planning
Congratulations! You’ve built a board with members of every decade of adult life. You have 20-somethings, 50-somethings, 70-somethings, and every decade in between.
Now, how do you strategically take advantage of the fresh ideas while integrating them into existing relationships?
Losing institutional knowledge has dramatic consequences. Leonard, Swap and Barton researched the consequences in corporations, with great lessons for nonprofits. Losing the knowledge of a resident board expert can mean losing key relationships with donors, losing key background on why the community is wary of the agency, not knowing whom to call in important government offices, missing important foundation meet and greets. These relationships were built up over time and the proverbial Rolodex – or CRM – can’t help.
By having a spread of ages on the board, you’ve made these consequences a lot less likely. Since you didn’t wait until all the incumbents retired, you now have a fertile field for collaboration between old and new. Make mentoring a new board member part of the portfolio of existing members and you take a step in the right direction. Ask board members to take new members with them when they meet with donors, foundations and community representatives.
Don’t be afraid that this implies to the world that the older board member is on the way out. Not at all – quite the opposite. It conveys to the community that you have succession planning built into the ethos of the agency. It builds trust. It builds confidence in the longevity of the organization. When the older member leaves the board, the new member already has a budding relationship with the foundation.
Internally, pairing new and returning board members builds trust between them. It’s hard to view an older member as a dinosaur when you’ve spent time with her one-on-one and learned her philosophy of building relationships. It’s hard to view a new member as an upstart when you’ve spent time hearing his new ideas and exchanged thoughts on how to execute them.
The relationships continue when the older board members leave. The trust they’ve built allows newer board members to continue calling on retired members, keeping them engaged. It’s a win-win-win for the organization, the board, and the individuals involved.
Putting different generations on a board together is a great first step. Building a team out of them requires strategic thought, but the benefits are manifold.
For more about nonprofit succession planning, board education and facilitation, go to www.detwiler.com, or get in touch with me directly at sdetwiler@detwiler.com. If you have an experience to share, let me know!
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