Planning Progress Staff Volunteer Teams

Planning for Progress
Judith Lindenau, CAE, RCE
www.judithlindenau.com


 1. Build awareness of the similarities and
differences in roles between staff and
volunteer leaders
 Gain a working knowledge of techniques you
can use to strengthen teamwork between staff
and volunteers
 Understand the tools for keeping this
relationship consistent from year to year

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CEO BOARD CHAIR

 Has consistency and history  Temporary leadership
 Familiarity with day-to-day  Has divided attention
operations  Responsible for leadership of
 More familiarity with needs the Board and key volunteers
of the ‘customers’  Must evaluate the CEO
 More conversant with the
organization itself

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 Determine the organization's mission and purposes
 Select the executive staff through an appropriate process
 Provide ongoing support and guidance for the executive; review
his/her performance
 Ensure effective organizational planning
 Ensure adequate resources
 Manage resources effectively (the buck stops with them,
ultimately)
 Determine and monitor the organization's programs and services
 Enhance the organization's public image
 Serve as a court of appeal
 Assess its own performance

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 Have a strategic plan
 Review it annually
 Put mission statement
on every agenda
 Invest in public
statement of mission—
sign, ads, website
 Position the Board to
continually think of the
Mission

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 Resource:
http://www.npgoodpractice.org/Resource/ResourceFile.as

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 Document the performance review process in
your policy manual
 Insist on an annual review, in writing
 Have review forms available for review
committee

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 Long term plan
 Short term (one year) work plan
 Business Plans for every project (
www.judithlindenau.com/project_planning_marke
)

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 Ensure adequate
resources (fundraising,
management control)
 Manage resources
effectively (the buck
stops with them,
ultimately)

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 Board as ambassadors
 Active presence in the
public eye
 Ethics
 Media Training
 Disaster Plan

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 Member or Client
Concerns
 Staff Appeals
 Media Investigations
 Grants and resource
decisions

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 Self-Assessment for
Nonprofit Governing
Boards (Board
Source)
 The Drucker
Foundation Self-
Assessment Tool
Process Guide,
Revised Edition

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 Leadership
 Team Player
 Staff Manager
 Business Manager
 Communication Skills
 Community Involvement
 Personal Ethics
 Impeccable Financial Management and Control
 Business Development Skills

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 Legal Compliance
 Support
 Hands off Management
 Financial Support of the Mission
 Participation
 Personal Ethics
 Confidentiality

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 CEO
 Committees
 Volunteer Officers
 Board of Directors

Keep in your policy manual.
Review annually!

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 1. Have clearly written and approved procedures for
evaluating the chief executive and in an approach that
ensures strong input from the chief executive.
 2. Have regular board training sessions that include
overviews of the roles of board chair and chief executive.
 3. When a new board chair or chief executive is brought
into the organization, the two of them should meet to
discuss how they can work together as a team.
 4. Agendas for board meetings should be mutually
developed by the board chair and chief executive
 http://www.judithlindenau.com/create_agendas.pdf
 5. Maintain an Operations Policy Manual, re-adopted regularly

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 6. The board chair consults with the CEO when
appointing chairs for various committees.
 6. Have clear written guidelines about the roles of
staff who provide ongoing support to board
committees.
 7. Rotate the board chair position every few years to
ensure new and fresh perspectives in the role.
 8. Develop board chairs by having vice chairs who
later become board chairs.

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 10. Ensure all board members are trained about the role
of the board, its committees and their functions, and
that the board chair has basic skills in meeting
management.
 11. The chief executive and board chair should never
conceal information from the rest of the board. The chief
executive should never conceal information from the
board -- all board members have a right to any
information about the organization.
 12. Celebrate accomplishments, including by naming
the key people involved in bringing about successes.

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 1. Practice basic skills in interpersonal communications,
particularly in listening and giving feedback.
 2. Whenever you feel conflict, identify to yourself what it is
that you're actually seeing or hearing that might be causing
the conflict. This attempt helps to differentiate whether the
source of the conflict is the other person's behavior or some
remnant of a relationship or situation in the past.
 3. If you're feeling uneasy, then say out loud what you're
feeling. If you feel there's conflict or tension between you
two, name it out loud. (Dead Elephant Theory)
 4. Recognize that conflict is inherent in any successful
relationship, particularly in a board if all members are
actively meeting their responsibilities. The important thing
here, again, is to name it if you think it's becoming an
ongoing problem. (Abilene paradox)

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The President’s Important Skill

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 Advance Packet
 Supporting Docs
 Staff Recommendations
 Timed Agenda
 Trained meeting
facilitator (ie, Chairman
of the Board)

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