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MANAGIN
G UP-M
ANAGING
DOWN: T
HE BOARD E
XECUTI
VE
PARADOX
J U L I A C L A S S E N
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THE AURORA TEAM
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FIRST STEPS: ROLES
What is the role of the Executive?What is the role of the Board?
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• Type of board (Operational, Policy, etc.)
• Staff resources• Organizational
size, • type, scope,
development
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SUE STEVENS ORGANIZATIONAL DEVELOPMENT
Idea Start-up
Growth
Mature
Decline
Terminal
Turnaround
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CONTINGENCY THEORY
“It depends”
Composition of boardsFunders, major donorsFoundersRepresentativesMandated composition
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POWER IN AND AROUND BOARDS
CEO-Dominated Board
Chair-Dominated Board
Fragmented Power Board
Power-Sharing Board
Powerless Board
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CEO-DOMINATED BOARD
Board CEO
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CHAIR-DOMINATED BOARD
Chair CEO
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Representing outside stakehold
ers
Differing
beliefs or
ideologie
s
Difficu
lt to
make decis
ions
or no decis
ion-
making
proce
ss,
decisions d
o
not stic
k
Competition for
power
Conflict, blaming, and game playing
FRAGMENTED BOARD POWER
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Committed to equality and democracy
Participatory decision-making
Consultation with all
interested parties
Extensive communicatio
n and consensus
De-emphasize formal
positions, titles, and
fixed committees
POWER-SHARINGBOARD
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The Board
No clear board roles
and responsibili
ties
No strong leadership
Apathetic and
aimless
Indecisive, poorly
organized, and poorly attended meetings
Lack of planning
and communica
tion
POWERLESSBOARD
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BOARD CHAIR-EXECUTIVE
Most critical relationship
Board management
Organizational Spokespersons
Leadership
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THE PARADOX IN A NUTSHELL
The Executive as supervisee of the Board
The Executive Manages the Board
The Board as organizational leader
The Executive as organizational leader
The Board needs information from the Executive to make decisions
The Executive often determines what information to give the Board
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6 TIPS ON MANAGING UP
1. Facilitate interaction in board relationships
2. Show consideration and respect toward board members
3. Envision change and innovation for the organization with the board
4. Provide useful and helpful information to the board
5. Initiate and maintain structure for the board
6. Promote board accomplishments and productivity
Adapted from “Executive Leadership” Robert D. Herman and Dick Heimovics in the Jossey-Bass Handbook of Nonprofit Leadership and Management, Second Edition.
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