Good Governance: Board officer development

first_img ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Help everyone grow the skills to be chair.by: Les Wallace, Ph.D.In general I don’t recommend supporting any candidate for your board who you don’t believe could be chair. That’s a tall order, but also a helpful screen.Board officer leadership is a foundation for effective governance, yet one of the least-attended-to governance development domains. In the for-profit sector, the topic is gaining greater attention. In the not-for-profit sector, development offerings for specific board officers are rare. In the credit union space, officer development has been mostly barren until CUES’ Board Chair Development Seminar was introduced. (The next installment will be held in March in New Orleans.)Because many CU board members do not have prior board experience, they haven’t had good officer role models. Serving as the chair of a board (or vice-chair or secretary and so on) is not a “natural” leadership role like being a credit union manager or CEO. Serving as a board officer demands a servant leadership approach, a quiet influencing hand and a strong will when confronting aberrant board behavior.Chairs must be able to adeptly navigate some specific governance processes if they are to help the board be both efficient and effective. Here is just a sample of the domains of responsibility a board chair might be accountable for: driving high-performance governance; keeping track of board duties and putting them on the calendar; agenda setting; committee accountability; CEO partnership; meeting management/facilitation; government relations/advocacy; governance assessment; and handling feedback to board members from members at large. continue reading »last_img

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