owen charters - getting board on board
DESCRIPTION
Feeling anxious about telling your Board you need a Twitter strategy? Is your Board skeptical of the value and return on investment social media can provide? Or, do they have unrealistic expectations that you’re going to sign up on Facebook today and raise $1 million tomorrow? Either way, get the information you need to manage your Board’s expectations around social media. Find out the best ways to present the value and tangible benefits of social media to get your Board on-side.TRANSCRIPT
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Getting Your Board on Board
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Policy Governance
Model
Entrepreneurial Model
Constituency/ Representative
Model
Emergent Cellular Model
Singular
Networks
InnovativeStable
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Policy Governance Model
• Clarity of Roles
• Focus on outcomes/results
• Board sometimes ‘disconnected’
• Interest in big picture
• Focus on adequate resources, fundraising
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Constituency Representative Model
• Decentralized power
• Communication is emphasized
• Decision-making can be difficult
• Tendency sometimes to pursue self-preservation
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Entrepreneurial Model
• Market orientation, focus on efficiency, effectiveness
• Innovation as an opportunity for market share
• Focus on bottom-line over societal interests
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Emergent Cellular Model
• Organic and Flexible structure
• Board challenges deeply held assumptions, catalyst for change
• Reliance on distributed networks, technology innovations
• Significant negotiations often needed for decisions
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Be a good fundraiser.
Be a better marketer.
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Generative Thinking
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Three Modes of Board Thinking
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I. Fiduciary/Productive
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II. Strategic/Logical
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III. Generative/Expressive
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Art Gallery – Loan to a Las Vegas Casino
• Fiduciary: Insurance, security, donor control, timeline, curatorial control
• Strategic: Attendance, image, prototypes, competitive, patrons
• Generative: Is this mission oriented? What else would we do for the right price? Are we conservative or populist? Is the art viewing experience compromised?
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Moving to Generative Thinking
• Happens during informal times, not formal meetings
• Needs to be framed: structure, human resources, political, symbolic
• Retrospective thinking
• Executives and Directors work collaboratively
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Moving to Generative Thinking
• Individual directors are sounding boards for advice
• Use “wicked questions” to expose issues
• Create informal time – board dinner before/after meetings
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Your turn