BARBERSHOP HARMONY SOCIETY

Society Board MemberOrientation Manual

Developed by John Donehower, John Santora, and Dick Powell

Configuration Control Log

Date ActionSeptember 2014 Initial publication

May 11, 2015 Miscellaneous updates and correctionsJune 10, 2015 Introduction added; links refreshed; and teleconference

voting procedure addedJune 12, 2015 All links updated and verified to work with the new BHS

website

SOCIETY BOARD MEMBER ORIENTATION MANUAL

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SOCIETY BOARD MEMBER ORIENTATION MANUAL

PREFACE

This orientation manual has been prepared to assist new members of the Society Board in becoming fully productive and effective as quickly as possible. It is not possible to cover every topic in extensive detail, but major items have been addressed and key references have been identified. New board members are urged to make use of the information in this document and review the identified references to enhance their understanding of board policies, procedures, and processes as they assume their new role. Comments and suggestions for changes and additions to this manual should be directed to the Society EVP.

We are indebted to Alan Lamson for his assistance in providing earlier versions of this manual as a point of departure and to Randy Loos for his observations and suggestions in the construction of this latest version of the Society Board Member Orientation Manual.

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SOCIETY BOARD MEMBER ORIENTATION MANUAL

INTRODUCTIONThe Society Board is not like a chapter or district board.  The CEO and his staff (paid and volunteers) do most of the day-to-day work of the Society.  And unlike in the past, the board tends NOT to spend lots of time planning and implementing programs and projects.  HOWEVER, the SBOD does provide oversight to all Society activities and is expected to bring its collective experience to bear in this role.  Further, board members are expected to: 

Listen to members as we travel around and ensure that their concerns are understood and addressed appropriately.

Play an active and effective role in the establishment and pursuit of our strategic vision.

 In a very real way the deliberations of the board are similar to what Justice Oliver Wendell Holmes, Justice William O. Douglas, poet John Milton, and President Thomas Jefferson described as the clash in the marketplace of ideas in which we each bring our own experience, insights, and views to bear within a set of shared values and a common vision for the future.  Thus, what you bring to that marketplace and the degree to which your perspectives and experiences help us to reach sounder decisions is a key element of your value as a board member-at-large. Success as a board member is less about what you are doing and more about who you are being.  Your ability to listen.  Your ability to focus your thinking and your speech.  Your ability to participate in reaching a consensus.  Your ability to participate in the clash of ideas without rancor.  And your ability to place the larger interests of our Society before any other consideration.

I. Ethics and Integrity

With the age of social media, our words and actions are amplified more than ever before. With smart phones, our pictures and words are instantly splattered all over Facebook. What do your actions and words say about you? Are you a role model? We don’t expect perfection because none of us is perfect. But Society Board Members must recognize they are held to a higher standard, and always work towards living to that standard. What you do and say does matter. It reflects on us all. Be a role model in every waking moment. That will make a difference in people’s lives, board member or not. Here are some helpful hints in this regard:

Support the Society by refraining from public criticism of its rules, leaders, and decisions. Critical evaluations of the Society and its programs and personnel should be handled through proper channels and procedures.

Exhibit care in language, deportment, and appearance when representing the board and the Society.

Be civil and courteous at all times, even when in disagreement. Support, by word and deed, the policies, rules, and regulations of the Society

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II. Nuts and Bolts

A. Select List of Acronyms BMAL: Board Member At-Large CSLT: Chapter Support and Leadership Training CDD: Chorus Director Development C&J: Contest & Judging DPC: District President’s Council EVP: Executive Vice President G&B: Governance and Bylaws Committee HOF: Hall of Fame Committee HFI: Harmony Foundation International [or HF: Harmony Foundation] IPP: Immediate Past President MD: Membership Development M&PR: Marketing & Public Relations M&P: Music and Performance OT: Society Operations Team SAC: Student Activities Committee SBM: Society Board Member SP: Society President YIH: Youth In Harmony

B. Members of the Society Board

5 Officers President: One-year term, renewable for one-year. Executive Vice President: One-year term, renewable. Treasurer: One-year term, renewable. Immediate Past President: Serves until a new President takes office.

Secretary: CEO serves as Secretary with voice but no vote.

5 Board Members At Large

Three year term unless fulfilling incomplete term of former Board Member.

Current Directory is available on Society Website at:

http://www.barbershop.org/about-us/staff/.

Barbershop Harmony Society110 7th Avenue NorthNashville, TN 37203-3704Phone: 800-876-7464Fax: 615-313-7615

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C. Society Website - http://www.barbershop.org/

D. Society Board Email Group

BHS Staff will add new BOD members email addresses to the group and then provide new BOD members with the most current Group Email Address. Send changes to the Executive Assistant to the CEO for coordination.

E. Society Headquarters Staff - http://www.barbershop.org/about-us/staff/

F. Dress Code for Board meetings

Dress code is at the discretion of the Society president.

Coat and tie is usually required for formal meetings (normally on Tuesday at International and Thursday at Midwinter) and “business casual” for informal meetings (spring, fall and all other meetings). You will be advised of the dress code required in advance of all meetings.

H. Singing at Board meetings

All board meetings open with the singing of the national anthems of Canada and the United States.

The Society President will appoint an officer or board member at large to lead each song.

I. Basic knowledge

Society vision: “To be the premier membership organization for men who love to sing”

Society mission: “The Barbershop Harmony Society brings men together in harmony and fellowship to enrich lives through singing.”

Know the music and lyrics to the Canadian and U.S. anthems and “Keep the Whole World Singing”

J. Annual Meeting Schedule

The Society Board meets four times each year as indicated below. The board makes use of monthly WEBEX calls to conduct business and to make it possible for us to have meaningful discussions both prior to and during our face-to-face meetings.

At the Mid-Winter convention In the spring via WEBEX over two different days At the International Convention At the Society Forum

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Monthly on the third Sunday evening of the month via WEBEX.Please note: Board members are expected to make Board meetings a priority over other obligations, including, but not limited to, district conventions and chapter shows. Every Board member is expected to attend every meeting.

WEBEX meetings are a key element of the day-to-day operation of the board. Following are some “helpful hints” that can make your participation in these calls trouble free:

o If you will be unable to attend the scheduled call, please notify the SP, the Society EVP, and the call moderator by email and voice mail prior to the scheduled start of the call.

o Please dial in (via phone or computer) 10 minutes before the start of the call so you have time to cope with any unexpected connectivity issues.

o If you plan to participate via phone due to travel or other circumstances, please make note of the toll free number and pass code to use so it is easily accessible for you to use.

o Please shut down any browser you may have running other than WEBEX.  o Once you are on the call please mute yourself whenever not speaking and

remember to un-mute yourself when you wish to speak.  Recent experience demonstrates that our systems can easily pick up typing, paper shuffling, finger tapping, dogs barking, clanking cups and plates and cutlery, and many other background noises, so please be considerate and use mute to keep the line clear.

o If you are using both your computer and a phone to connect to the call, please remember to mute your computer connection to prevent a feedback loop.

o If you are using your computer for audio and visual connections, please consider using headphones to reduce background noise.

o if you have marginal WIFI connections at home or when on travel, have WEBEX dial your cell phone (with headset).  This will ensure your audio connection is always strong.  The only potential downside is that you will have to manage two "mute" buttons (one for your computer and one for your cell phone)

o If you experience a problem of any kind please log off and back in again to see if that clears the problem.  If it does not, then send an email to the moderator (currently Dick Powell at rpowell74@verizon.net ) or whoever is serving as host to request assistance. 

K. Teleconference Voting Procedure

Wisconsin corporate law requires that in order to hold a Board meeting telephonically, each member of the Board must have the opportunity to participate simultaneously with other Board members during the course of the meeting.

§ 181.0820. Regular and special meetings(1) . . .

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(2) . . .(3) METHODS OF CONDUCTING MEETING.

a. Unless the articles of incorporation or bylaws provide otherwise, the board may permit any or all directors to participate in a regular or special meeting or in a committee meeting of the board by, or to conduct the meeting through the use of, any means of communication by which any of the following occurs:

1. All participating directors may simultaneously hear or read each other’s communications during the meeting.

2. All communications during the meeting is immediately transmitted to each participating director, and each participating director is able to immediately send messages to all other participating directors.

b. If a meeting will be conducted through the use of any means described in par. (a), all participating directors shall be informed that a meeting is taking place at which official business may be transacted. A director participating in a meeting by any means described in par. (a) is considered to be present in person at the meeting. If requested by a director, minutes of the meeting shall be prepared and distributed to each director.

In addition to the Secretary verifying that a quorum is present, it is desirable that the Secretary state at the beginning of the meeting how Board members were made aware of the meeting, and responses from any Board members who are unable to attend. Note, the absence of a member does not negate the possibility of an electronic meeting. As long as all Board members had a method to participate, had they been available, the statute is satisfied. A roll call should be taken to verify that all available Board members are present AND able to participate. Once everyone is connected and able to participate, the President may proceed with the items on the agenda.

Under the Robert’s Rules Small Board Rules, it is no longer necessary to have motions and seconds. The President may, hearing the sense of the Board to take an action, ask if the Board agrees by unanimous consent to take an action. For the sake in everyone understanding the question before the Board, and for clarity in the minutes, I recommend the proposed action be stated as a motion and the following process be followed:

1. The President states the motion being considered even though the original motion may have been made by a Board member;

2. The President asks if there is unanimous consent;a. If no negative votes are heard, the motion passesb. If any negative vote is heard, a roll call vote will be necessaryc. Before proceeding to a roll call vote, further discussion on the proposed motion

should be allowedd. Once the President believes all non-repetitive discussion points have been heard, a

roll call vote should be taken.

L. Regular guests at Board meetings

Harmony Foundation International President/CEO: Non-voting member of the Board. Current HFI CEO Contact Information is available on Society Website at: http://www.barbershop.org/about-us/staff/society-board/ and

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http://www.harmonyfoundation.org/contactus.shtml . Society staff directors typically attend Board meetings at the discretion of the CEO.

M. Meeting Schedules and the Role of Wives / Significant Others

There are only two annual meetings at which it is appropriate for wives / significant others to be present: Mid-Winter and International.

At both of these events the board arrives prior to the major parts of the convention for meetings. Normally, the board meets for a social function on the first evening and wives / significant others are in attendance. Often, this function includes men who have been nominated to fill a vacancy on the board and the social function gives board members a chance to get to know them in a social setting and a chance for them and their wives / significant others to be comfortable with board members and their wives / significant others. It has become “traditional” for this event to split following dinner and dessert and the wives / significant others adjourn to a separate location while the board and candidates meet to discuss issues – but not to vote or reach decisions.

The following day is a full day of meeting for the board, sometimes including an election to fill an out-of-cycle vacancy. This first full day will often include a face-to-face meeting with the District Presidents Council. And as become routine recently, there is another late night meeting on this day in the SP suite for additional discussion on larger issues that may be before the board.

The final day of meeting is usually the shortest – and the most formal. Coat and tie is required for this meeting and new members are officially installed. In most cases, this particular meeting adjourns shortly after noon.

Following the completion of contest sessions at Mid-Winter and International, the Society President hosts a “reception / afterglow” to which all board members, board members-elect and their wives / significant others are invited. At the discretion of the Society President, some board members may be asked to round-up, locate, and introduce the various quartets and youth choruses (at Mid-Winter) who wish to perform.

Normally the Society President’s wife and the administrative assistant to the Society CEO plan these “social” events and arrange for refreshments at the two board receptions and the afterglows at the conventions. Wives/significant others are welcome to offer to assist them and are encouraged to make the wives/significant others of board candidates feel welcome when they are able to attend.

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N. Important online references

Society Operations Manual 2-24-12.pdf  at http://www.barbershop.org/resources/document-center/business-and-finance/#pd

Rules & Regulations Handbook Aug 2012 with bookmarks.pdf   at http://www.barbershop.org/resources/document-center/business-and-finance/#pd

Board Policy Manual August 2012.pdf at http://www.barbershop.org/resources/membership-resources/society-board-business-information/

Society Board Liaison Description Jan 2014.pdf   at http://www.barbershop.org/resources/membership-resources/society-board-business-information/

Society Bylaws Aug12.pdf   at http://www.barbershop.org/resources/document-center/business-and-finance/#pd

Boards That Make a Difference by John Carver, Published by Jossey-Bass 1990.

III. The Role of the Society Board and the Society Board Member

A. Overall Responsibilities of the Society Board member, who is a member of a governance body seeking what is best for the entire Society membership (from the Bylaws, Article 4.03)

1. The Society Board shall be responsible for the furtherance of the purposes of the Society and the attainment of its objectives, as well as the preservation of its ideals and the extension of barbershop harmony throughout the world. The Society Board shall be responsible for mission statements, and overall Society goals which support the mission statements and the vision statement, and for defining policies by which the Society is to be administered and operated. Each year the Board shall provide the membership with [in practice, the CEO and Society President prepare, and the Board approves] a "State of the Society" document reporting the current status of progress toward broad Society goals within the strategic plan motivated by the Society's vision.

2. The Board shall have the power to create committees and task forces that report to the Board. The Board shall provide each such committee and task force with a charge according to the strategic plans for the Society, and with a description of the lines of communication relative to their tasks. The charge should include the mission of the committee or task force and state clearly what, if any, authority is delegated to the committee or task force, and the specific results or outcomes for which the committee or task force is accountable. The budgets of all committees and task forces, whether reporting to the Board or otherwise, shall be determined and monitored as part of the Society budget process.

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3. The Board shall make decisions with reference to depositories for any investments of the funds of the Society.

4. The Board shall exercise general control and supervision over all of the officers of the Society.

Note: a committee is ongoing; a task force has a clearly prescribed objective, and when it is accomplished the task force is dissolved.

B. A Board Member’s Approach to the Job (adapted from “A Board Member’s Toolkit” by Wilford A. Butler and “Your Roles and Responsibilities as a Board Member” by John Carver)

1. Be prepared to participate responsibly

2. Be responsible for group behavior and productivity

3. Be proactive

4. Honor divergent opinions without being intimidated by them

5. Use your special expertise to inform your colleagues’ wisdom

6. Tolerate issues that cannot be quickly settled

7. Don’t tolerate putting off the big issues forever

8. Support the Board’s final choice

9. Continually review mission, vision, and plan

10. Strategic thinking is a special responsibility

11. Resist the temptation to micromanage

12. Respond promptly to email communications to ensure your thoughts are considered and that the discussion proceeds in a timely manner

C. Board meeting preparation

1. The job requires ongoing attention to issues of concern and may require daily reading of email; in the weeks just prior to a meeting one may spend 15+ hours preparing. Board information and materials typically arrive in the weeks before Midwinter, International, and Forum meetings. Materials in support of all matters to be considered at a Board meeting are required to be in the hands of the members two weeks prior to that meeting. Make sure you have time to study all the material before the meeting. A person making a report to the Board will assume that you have read, and understood, the materials sent in advance. Be prepared.

2. If possible, ask questions of committee chairmen, staff, district leaders, or other Board members, as appropriate, in advance of the meeting so that you have all the information you need to make a decision.

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D. Parliamentary Procedures at Board Meetings

1. “The A-B-C’s of Parliamentary Procedure” is a handy booklet that was mailed to you; it contains all the basic information you need. If you need further advice, contact the Governance & Bylaws Chairman Jim Warner

2. Very basic rules

a. Do not begin debate on a topic unless there is a motion, already seconded, on the floor.

b. If you wish to modify a motion that has been made, you may propose an amendment. Once seconded, discussion should be restricted to the specific question of whether or not the amendment should pass or fail. Discussion on the main motion must wait until the amendment is voted upon.

c. A motion to end debate and go to a vote (“I move the previous question”) is not debatable and requires a 2/3 majority to pass; if someone “calls the question,” that simply means the member is ready to vote—it does not substitute for a motion to end debate

d. A motion to suspend temporarily any further discussion of an issue (“I move to table the motion”) is not debatable and requires only a majority

e. You may interrupt a speaker to request a point of information

f. We “receive” reports but do not “adopt” reports

3. Once a motion is made, the SP will ensure that the Secretary has the exact wording of the motion before discussion

4. If you anticipate making a motion, it helps if you can provide it in writing to the Executive Assistant in advance

E. Interactions with Staff

1. Staff members do not work for you; they work for the CEO/Executive Director and only indirectly for all Society members. Staff members do not report to you

2. If you have a request of a staff member that will cause them to spend any significant amount of time on a project, then you need to get permission from their direct supervisor before you make the request

3. Be sure to send staff members an email (or personal note) of congratulations or appreciation when it is appropriate, and copy in their immediate supervisor

F. Additional Role of Board Members At Large (BMALs)

A BMAL is expected to play an important role in his assigned districts. See the Society Board Liaison Description for more information on this specific role. The BMAL represents, but is not an advocate for, the concerns and perspectives of his assigned districts to the Society Board. He is an unofficial member of the leadership teams in those districts and uses his experience and capabilities to help the districts achieve success. Based on the invitation of the specific District President, he may be

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fully or minimally involved with the District Board and their plans. The Liaison should reach out (phone, email) and “stay in touch” with the DP and EVP, being aware of any issues and general planning of that district. He acts as a representative of the Society Board to his assigned districts to encourage effective leadership succession and to create enthusiasm about the Society’s future direction. Moreover, he provides to the Society Board insights as to the strengths and weaknesses of the district governance and management structure from his perspective as a member of those district leadership teams.

Special Functions

1. Be prepared to be asked to serve in any of the following capacities at a barbershop function:

Presentation of chapter charter

Installation of chapter officers

Emcee or presenter for a show or at a district convention contest session

Song leader

Presentation of special awards (BOTY, membership, etc.)

2. Installation ceremonies are available from the Society website

3. For each formal Board meeting, the SP will assign SBMs to lead a song, blow the pitch pipe for votes, be the “governance advocate,” be the “sergeant at arms,” keep the “parking lot” for subjects raised to be dealt with at a later meeting, or other duties.

II.The Role of the Executive Director and Operations Team

A. Executive director (from Article 5.10 of the Bylaws)

1. The executive director shall be the chief executive officer of the Society under the supervision and direction of the Society Board. He shall assist the Society Board in conducting the business of the Society and shall perform such duties and have such responsibilities as are specified or implied in these bylaws, or as are assigned to him by the Society Board.

2. Together with the Operations Team he shall develop an operational plan of projected activities of the Society office staff for each fiscal year, consistent with the guidance provided by the Society Board. He shall attend all meetings of the Society Board and shall act as secretary for the Board. At each Board meeting, he shall report on the progress in implementation of the operational plan for the current year.

3. He shall sign all documents requiring his signature, and through the Society staff shall keep the accounts, receive and deposit the funds of the Society, and disburse the funds of the Society, all in a manner prescribed by the Society Board. He shall cause to be maintained, and shall furnish the treasurer with, a record of the Society's assets. His records and books shall at all times be open to the inspection

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of the Society Board and any auditors designated by the Board. He shall make an annual report to the Board.

B. Operations Team (from Article 8.17 of the Bylaws)

The Operations Team shall create and carry out operational plans that further the long-term strategic aims of the Society Board, and shall be accountable for results that indicate progress toward achieving those aims. The Operations Team is structured at the discretion of the CEO, since the responsibility for their work is his.

III. Travel, Expenses, and Representing the Society Board at District Conventions

NOTE: These policies are current as of 8/15/2014 but may be updated without notice. For most current Travel/Expense policies, please contact BHS CFO. Current BHS CFO Contact Information is available on Society Website at: http://www.barbershop.org/about-us/staff/society-board/.

A. Travel, housing, and meal expense reimbursements

1. For roundtrip coach class airfare to Board meetings, search the web for the best price before you purchase an airline ticket. In addition to sites like Expedia or Orbitz, be sure to check the individual airline sites to see who has the best price. If the price exceeds $500, you need prior approval of the Chief Financial Officer. Don’t wait until the last minute, since airfares can become extremely expensive in the days just prior to your departure. Should you elect to drive, mileage will be reimbursed at the current BHS rate, not to exceed the cost of a coach airfare ticket. Current CFO Contact Information is available on Society Website at: http://www.barbershop.org/about-us/staff/society-board/.

2. The Society pays for your room at meetings. For meetings other than at a convention, the Society pays half-rate and assumes you share a room. If you choose not to share, you are expected to pay for half of the room. For convention meetings, the Society pays for a room for each person. See the Board Policy Manual under Board Reimbursement for Attending Meetings (http://www.barbershop.org/resources/membership-resources/society-board-business-information/ ) for details. If you have a special room request, send it to Director of Meetings and Conventions (DMC). Current DMC Contact Information is available on Society Website at: http://www.barbershop.org/about-us/staff/society-board/ .

3. For non-convention meetings, the Society staff will make your room reservations. For convention meetings, you must send in a VIP Convention Housing Form. Director of Meetings and Conventions (DMC) will arrange for direct billing of your room at meetings. If you elect not to share at non-convention meetings, you will be required to settle up your half of the bill with the hotel before you leave. Contact Information is available on Society Website at: http://www.barbershop.org/about-us/staff/ .

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4. The Society provides a per diem, rather than actual meal costs, at $50/day: $10 breakfast/$15 lunch/$25 dinner. Any group meals will be deducted from the per diem.

5. An Expense Report is required for all reimbursable expenses. You should use the Expense Report - Excel Template which may be found at http://www.barbershop.org/resources/document-center/business-and-finance/l . Send the Expense Report, with any applicable receipts to reimbursements@barbershop.org . Individual reimbursable expenses over $25 require a receipt.

B. Society and District Convention Registrations1. You must purchase your own convention registration. Purchase your registration

well in advance to facilitate plans for housing, VIP seating, etc.

2. As of September 2014, hotel reservations for Mid-Winter are made for Society Board Members by the Convention Manager at Society HQ. Board members are responsible for making their own reservations for International. If those reservations are made at the HQ hotel, 3 nights of lodging will automatically be assigned to the BHS Master Account for you. Otherwise, you will need to claim the cost of those nights as part of your expense voucher after the convention.

3. Districts have different policies about reimbursing expenses for Society Board representatives to attend their conventions. You should check with the District President or Treasurer of each district. When a Board Member is attending a district convention or other function as the designated Society Board representative, he is compensated according to Society policies governing travel. See also general guidelines in the “Care and Feeding” Document described previously.

C. Serving as a Society Board Representative to a District Convention1. The Society Board sends a Society Board representative to each district at least

twice each year. The events to which the representative (typically an officer or BMAL) may be assigned are: (1) spring and fall conventions at which a district house of delegates or district board meeting will be held, and (2) district house of delegates meetings or district board meetings, where not held in conjunction with a district convention. In most circumstances the BMAL is assigned to his assigned districts’ conventions. The reasonable expenses of the assigned Society Board representative will be reimbursed in accordance with Society travel reimbursement policies. You can serve on the judging panel as well as be the Society Board representative, but it is difficult to find the time to talk with members of the district board and other barbershoppers (outside of contestants) if you do so.

2. A Society Board member who attends a district convention, House of Delegates, or district board meeting other than as an assigned representative shall do so at his or the district’s expense. Society pays travel and district pays room and

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convention registration. Hopefully the district also picks up most or all or the meals. A BMAL is encouraged to attend the district board planning meeting in his assigned districts if it is separate from a convention weekend. The schedule usually is distributed at the fall or midwinter Society Board meeting.

3. The Society Board representative will share a combined message from the Society President and CEO (sent out by email in advance of the conventions) with the district’s House of Delegates (if it meets during the convention) and the district board (if the SBM can arrive in time to meet with the district board). You should make every effort to arrive early enough to meet with the district board, in particular if you are a BMAL. It is important to keep your remarks brief (less than ten minutes). You are a guest of the district and need to keep your remarks on point.

4. Consult your assigned District for the appropriate dress code for all convention/HOD activities. Coordinate travel well in advance with the knowledge of the district schedule. Don’t be surprised.

5. Occasionally, district conventions provide a time for attendees to meet with you to ask questions or get information. Find out in advance if there is such a session and, if so, when it is.

6. Districts sometimes do a wonderful job of hosting the SBM and at other times do not. Be prepared either way.

7. After you return from the weekend, complete a convention evaluation form (which is available on the Society web site) and send copies to those indicated at the bottom of the form (latest revision dated Aug 2013). Take the evaluation form with you to the convention so you can be sure to collect all the requested information. Some of the information is from the previous district meeting and the District Secretary may assist in obtaining attendance or number of delegates. If you have serious reservations about any part of the convention experience, it is best to be very diplomatic in the report and to have a telephone conversation with the appropriate district official to provide details, if necessary.

IV. Communications

A. General rules to follow

1. Assume good intentions on the part of someone with whom you are communicating. Assume they are trying to be helpful.

2. Email is not a substitution for face-to-face communication or calling someone on the phone. In general, touchy issues or complaints should be handled by telephone or in person, not in an email.

3. Sending an email does not mean you have communicated with someone. Good communication occurs only when the intended message was received and understood

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by the party for whom it was meant. Email is a blunt instrument. If you want to make sure something is very clear, make a phone call.

4. Email Etiquette

a) Email lacks nuance and body language and inflection. Before you send an email, and especially if you are upset, re-read what you have written to ensure that it says what you want to say in a diplomatic and respectful tone. Better yet, have someone else read it and get his or her reaction to your tone. Sometimes it’s advisable to wait a day to send it, and review it again before sending. You can make more pointed comments by telephone, if necessary, but do not include them in your email.

b) Write your email with your audience in mind and do not send your email to folks who do not need to see it. Many times you can respond to the author and not include those who had been copied on the original. Do not send “me, too” posts that merely echo what someone else has said.

c) “Reply all” is often not appropriate. Be aware of who is going to get the post if you reply to all, and make sure your wording is respectful to all recipients.

d) Try to cut down on multiple emails to the same individual: if you use reply all” and notice that someone is listed twice in the “copy” listing, remove the extra email address.

e) From time to time you will get a post indicating that a particular staff member, committee chairman, or other barbershopper is deserving of our praise; do not send a copy of your congratulatory post to every recipient of the email.

f) Consider if email is the right choice. Maybe a telephone call is better.

g) Do not forward another person’s email to a third party without his permission. We express ourselves with a particular audience in mind. You can create a lot of heartburn if you send along an email to a different party that was not included in the audience that the original author had in mind. For instance, if the SP writes to you about a problem with a particular committee, then it would be very unwise to forward that post on to the committee for comment. If the SP wanted it to be read by the committee, he would have copied them in the first place. If you believe the committee needs to see the email, get the SP’s permission first.

h) Be especially careful when sending a post to a staff member or one about a staff member to another party. Be sure that your post is respectful and polite, and that it does not denigrate the staff member. Remember: if you have serious complaints to impart, pick up the telephone rather than put it in an email.

i) On occasion, board members will exchange emails with each other and with specific staff or committee members on sensitive topics. These emails should be dealt with in the context of “attorney / client” communications and be treated with the utmost security and discretion.

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V. Policy Governance

A. Resources

1. Board members should be familiar with the policy governance model of non-profit board governance. You should have received and read Boards That Make A Difference by John Carver.

2. You may also wish to review the “Carver Policy Governance Model in Non Profit Organizations” that may be found at the following link: http://www.carvergovernance.com/pg-np.htm

B. Four categories of policy that are the purview of the Society Board

1. Aims to be achieved: economically justifiable, properly chosen, well-targeted results.

2. Executive limitations: principles of prudence and ethics that limit the choice of staff practices.

3. Board-executive relationship: defining the role of the chief executive officer (CEO), delegating to the CEO, and assessing the CEO performance.

4. Board process: how the Board represents the member and provides strategic leadership for the Society.

The last three of these four remain stable. Once those policies are established, theBoard will focus its attention on ends policies, which we call Aims. This requires extensive study, discussion, brainstorming, evaluation, and creative thinking to discover answers to our ongoing challenges. Given that Board members are moral trustees for the membership, a lot of Board members’ energies will be spent on linkage to the member through public forums, personal contact, focus groups, telephone surveys (including those by third parties), and other means to establish the concerns, needs, and desires of the membership. With this knowledge, Board members are then prepared to engage in policy discussions based on the values of our members. The Board keeps the strategic framework updated (including the Society’s vision, mission, and aims), identifies strategic issues and action strategies to address them, and establishes annual performance targets and budgets.

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