Facilitated by Dave Renz Midwest Center for Nonprofit Leadership University of Missouri Kansas City April 22, 2015

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1 Facilitated by Dave Renz Midwest Center for Nonprofit Leadership University of Missouri Kansas City April 22, 2015

2 Effective boards are investing the time and energy needed to ensure that they are adding value the value they uniquely can add to the mission and performance of the nonprofit organizations they govern and lead.

However, when board members explicitly codify and enforce mutual

4 Because board members come and go, it s difficult to inculcate habits and behaviors. However, when board members explicitly codify and enforce mutual expectations, norms, and standards, a culture takes hold. Permanent norms guide transient board members. (Richard Chait, quoted in BoardSource 2010)

5 We learned that board culture matters more than board structure. An environment of trust and respect, open inquiry, candor, and lively discussion; an environment that respects diversity and different points of view and minimizes the power differences in social status these qualities matter much more than the size of the bard, the number of meetings, or the presence or absence of term limits. (Chait, in BoardSource 2010: 11, reported in Beck 2012)

6 What drives or shapes your board s culture? What culture are you (or have you been) cultivating and sustaining in your boardroom? Intentional? Or not?

7 Orientations Organizational Stories Mentoring Role Modeling Firsthand experiences with services Opportunities to get to know each other (Axelrod 2007:5)

10 Work Wealth Wisdom Wallop Wit But take care to consider these from the perspective of the culture you want and need Midwest Center for Nonprofit Leadership at UMKC

13 Most: board members learn their roles on the job Most agree that there is little useful board orientation, training, feedback CEOs and board members disagree regarding how well members understand their roles 2/3 members confident they understand expectations 2/5 of CEOs are confident members understand their roles HOWEVER: CEOs not providing orientation, training, feedback, nor ongoing performance communication Even though we know these make difference! (c) 2015 David Renz/Midwest UMKC 13

17 Groups secure the power of a team culture through disciplined action. They: Shape a common purpose, Agree on performance goals, Define a common working approach, Develop high levels of complementary skills, and Hold themselves mutually accountable. Katzenbach & Smith: Wisdom of Teams p (c) 2015 David Renz/Midwest UMKC 17

21 Board Self Assessment Assess Our Culture & Member Engagement Assess Our Performance Assess the Value We Add Board Accountability: Working as a Team Member Accountability: Assessing Individual Performance (c) 2015 David Renz/Midwest UMKC 21

22 2015 BoardSource: Boards that have completed a self assessment process in the past 3 years rate 10% to 15% higher on ratings of board performance, particularly for: Member involvement & commitment Financial oversight Strategic planning Fundraising involvement Operational effectiveness (c) 2015 David Renz/Midwest UMKC 22

24 Effective boards are investing the time and energy needed to ensure that they are adding value the value they uniquely can add to the mission and performance of the nonprofit organizations they govern and lead.

25 Building Healthier Communities Through Nonprofit Leadership Dr. David O. Renz, Director Henry W. Bloch School of Management University of Missouri Kansas City (c) 2015 David Renz/Midwest Center for Nonprofit Leadership at UMKC 25

Reframing Governance II

Reframing Governance II By David Renz January 1, 2013 ShareTweet EmailPrint Share on LinkedIn More PHOTOGRAPH: EYE WITNESS BY SKIP HUNT Editors note: This article, adapted from a winter 2006 print publication