Tuesday, February 27, 2007

A Culture of Accountability

All the traditional wisdom about teams is that they require four things:
a goal worthy of striving for and which requires a team to accomplish it.
good team processes of communication, decision-making, meeting management, data handling, and conflict resolution.
commitment to the success of the team and the success of the individual teammates.
a culture of accountability.

Non-profit boards that function well as a team or even as a set of interlocking teams (e.g. board committees) seem to enjoy the four requirements above.

Item number 4 is especially important.

A former client organization has two staff members who are retired military—US Army Rangers. One of the former Rangers expressed the opinion that civilians don’t understand accountability. So I asked him, “How do you describe accountability?”

It turns out that the answer is unsurprising.

First, you do what you say you will do, when you promised it, and to the best of your ability.

Second, you would never, ever, ever, let another teammate down.

Hmmm. Sounds simple, true?

So, what would be some observable behaviors that a board with a culture of accountability would display?

Let’s start with basics.

Board members would return each others’ voice and email messages. That seems like common courtesy, right? When a fellow board member leaves you a message on your phone, you return her call. When a fellow board member emails with a request, you return the message. When you don’t, not much good comes later.

Next, when a board member is following up with you on a promise, you tell them what you did about it, or at least that you didn’t do what you said you would. And if not, skip the excuses. Nobody cares why you didn’t do it (everybody is busy so don’t even try that one). Just explain whether or not you still agree to do the task, and by when if you can still commit to it. Things can change, and you might not be able to follow through. If that’s what happened, say so.

Finally, commit to what you can accomplish. Say no if you can’t or won’t do what your fellow board member asks.

There’s the old joke about the difference between a pig and a chicken in a bacon and egg breakfast. The chicken is involved, but the pig is committed.

Commit to what you can.

Say no to what you cannot or will not.

Be courteous and return messages.

That way you will never, ever, ever have to let a fellow board member down.

Thursday, February 22, 2007

Help New Board Members Find Their Role

Help New Board Members Find Their Role

Many times a board will recruit another member with a specific role in mind. The recruiters may seek the prospective board member’s connection to a donor base, technical knowledge, ethnicity, or check-writing capacity.

Most times, the board never tells the new board member why they sought her out. She is then left to figure out on her own where she fits in the board and what the board expects of her. A new board member who spends too much time wondering how they are supposed to help is going to encounter some trouble.

Sometimes the new board member guesses right, sometimes wrong.

During the courtship, explain to the prospect what the board needs and why she might be a good fit to fill those needs. Answer the question, “Why me?” before the prospect accepts the board assignment to ensure that everybody is on the same page.

A board member needs the skills, ability and most of all willingness to fill the expected role. Check for all three before offering a board post.

Wednesday, February 7, 2007

Ask Board Members for What They Can Give

In his 1995 book Revolution of the Heart, Bill Shore has one powerful message for fundraisers: ask the donor for what she has to give. Mr. Shore uses the example of a restaurant, which has a physical plant, a food ordering system, people to prepare the food, and a place to serve it. At the end of the day, all that infrastructure costs a lot of money, and profit margins in restaurants are thin. So, the fundraising can ask the restaurant for a cash donation, which must come out of profits, of which there is not much. Or he can ask the restaurant for what it has to give—all that infrastructure—in the form of a fundraising event of some kind.

Board members are the same way. To get board members to participate, you have to ask them for what they can give. If the board member doesn’t have a great amount of personal wealth, nor connections to those who do, don’t ask that board member to do major gift fundraising.

If the board member doesn’t have strong connections to other board members, strong enough to get them to return phone calls and carry out tasks, then don’t ask that board member to chair board committees.

Everybody wants board members who command great wealth, who rub elbows with other wealthy people, who have clout and get others to do their work. But not every board member has those things.

Other board members have the ability and willingness to complete needed tasks in their own specialties.

Match up what the organization needs with what the board members have to give. Then ask them for what they have to give, and avoid asking them for what they cannot do.

Thursday, February 1, 2007

Non-Profit Boards: Do we expect too much

Non-profit Boards: Do we expect too much?

Okay, here’s the theory: non-profit organizations are not owned by anyone. But they are supported by the public through tax-exempt donations, so the public has a right to ensure that these organizations have oversight and are using their funds well. So, a volunteer board of governors, trustees or directors is required of the government for non-profit organizations.

The basic responsibilities of these boards are these six:
Ensure that the organization has a clear mission and a plan of action to pursue mission success.
Ensure that the organization has the resources necessary to carry out its plan of action: people, facilities, equipment, information and money.
Ensure that the organization is indeed implementing its plan of action and making progress toward its mission.
Ensure that the organization is run in a financially sound manner.
Maintain the organization’s sound reputation with beneficiaries, donors, partners, the media and other key audiences.
Promote the organization.

Sound simple? Maybe.

These are the governance functions of the board. In many (most?) non-profit organizations, the work of the board does not end with governance. Board members and board committees often take on more work in addition to straight-up governance tasks. They may undertake program activities (e.g. conservation land transactions, serving meals, helping with tax returns, etc.). That’s the work of at-large (i.e. non-board member) volunteers. And as long as we keep tactical volunteer activities separate from governance, I think we are okay.

The rub often comes in fundraising. The board is responsible to see that the organization has the resources it needs (function #2 above). Oftentimes, that means the board is not only directing the organization to raise money, but also is actively engaged in raising that money. Many board members are selected to join the board because of their personal wealth and connections to other people with the means and interest to give to the organization.

There is an old formula for board members: the 4Ws and the 3Gs. The 4Gs are what we want in a board member: work, wit, wisdom and wealth. Usually, if the four add up to 100%, having wealth can provide most of that 100%. The 3Gs pertain specifically to fundraising. Give, get, or get off. Kinda harsh, but there it is.

We often expect the board to get very engaged in fundraising. To give a cash gift every year, and one that is as large as their largest charitable contribution to any of their causes. If they are on the board, they should be as committed to this organization as any. Also, we expect board members to help identify prospective donors, cultivate relationships with those prospects, help solicit gifts from them, and thank them for their support, which renews the relationship and sets the stage for the next gift.

Not many board members understand, appreciate or like the fundraising part of their service. But most board members want to be helpful, so they often gravitate toward other tasks not involving fundraising. And sometimes not involving governance.

Then where is your board headed?