Acronym

I have a passion for governance.

It's the most important aspect of association operation. A properly structured and functioning governance system allows the association to do what it needs to do.

The CEO is the key player in this process. The CEO advises the Board about what kinds of decisions it should make and guides it through its deliberative process.

If this process doesn't work, the association will not be as effective as it could be.

The governance process is the most exciting activity for a CEO in an association. It combines political talent, interpersonal skill, management acumen, and strategic thinking.

The outcome of decisions made by the governing body affects everything the association does.

Brian -

Great post. David - thanks for the input. I agree with you that a highly functioning governance structure is key to getting things done and keeping the organization moving forward.

What I have to add is this: Good governance is like a smoke detector. You install it, test it occasionally, make sure it has a battery in it and it sits there - day in and day out doing its job. If governance is running well, and things are getting done, nobody really notices it.

The day it goes off is the day you will be glad you have it. The day your chapter revolts, you have strong affiliate agreements in place to counter. The day your president tries to fire you, you have a board who says - waaaaait a minute. The day a committee tries to jam an endorsement proposal through because the chair wants to get a special deal....the day your treasurer decides to try and tell you who you should fire in order to reduce expenses...the day another organization tries an end run on you...the day, the day, the day.....

Good governance is the key to handling those emergency situations that can quickly arise. It may not seem fun, it may not seem compelling but, in the words of Teddy Roosevelt - speak softly and carry a big stick.

Executives - ignore governance at your peril.....

Shelly

Okay I don't think governance is sexy but I do think volunteering is ... and good volunteering leads to good governance. To me its exciting to be in the think of it and volunteering can provide that. If the board sits on high, or if the conversation is focused on affiliation agreements (sorry Shelly!), then I'm not interested. If the board is truly being strategic and focused on moving the vision, count me in. That makes is sexy.

It seems Brian that you are echoing the findings of decision to volunteer and countless other volunteer studies which say its about getting a job done not meetings. Enjoyed your challenge!

Good question to start Brain.

I agree with Shelly particularly, good governance keeps me from going insane by answering the same questions year after year as board members and volunteers change. All the answers are in the governance policies. So yes, it's not sexy, but it keeps me from losing my mind!

I'll also say, I'm constantly on a mission to have perfectly effective and strategic focused board meetings (or as near to perfect as possible). I'm not there yet, always find reasons & ideas why I'm not there yet, but I see governance as the yellow brick road to get me & the board there.

Thanks all, I appreciate the info and advice, and definitely can see that I need to re-orient my thinking in terms of governance...I especially like the discussions about volunteering and strategy in relation to governance, that helps me a lot!

Governance as sexy work!

Well, let's hope it can be at least fun. :-)

Listen, the first ingredient of success is that anyone sitting on a Board of an Association should have some passion and enthusiasm for the work of the organization itself. This is where positive energy starts and can be nurtured.

As with any organizational leadership process, you live and die by the people you hire! So too in Board goverance, you live and die by the capacities and attitudes of the people appointed/elected/recruited to the Board.

In all the work I do with Boards, I am constantly amazed how the mysterious inter-personal dynamics on the Boards can lead to a fantastic, fun, and productive experience - with a great relationship between Board & CEO/Sr. Mgt. and an impactful Board - or the opposite. One Association Board I worked with in Canada was 'firing on all cylinders" as was the Sr. Mgt team, volunteer sections and more. They even won the Conference Board Governance Award. 3 Board members changed, and the Board, Sr. Mgt team and the organization slid into complete dysfunction in less than 4 years. How does this happen?

Again - are you on a Board because of passion for the work of the Association and advancing the 'cause"? Or, are you on a Board so you can exert "power", "influence", and be seen to be on a Board. Surprisingly there are many who still serve on boards because of the latter. And there is nothing sexy about that!

Passion is of course sexy. But too much passion can also cause a Board to overstep its bounds and get into Managerial and/or operational work potentially causing more difficulties. There is REAL and important governance work to do that adds great value to the organization - you can determine how 'sexy' it is: Strategic & Network Scanning + organizational positioning for sustainability; Community Engagement to ensure you truly are 'connected' to thos e you serve/impact; Oversight, Perspective & Ethical Reflection with CEO/Sr. Mgt; Risk Management; and Influence & Relationship Leverage. You can also possibly add-in fund & friend raising if you don't think that fits under Risk Management.

Frankly, if a Board is focussing on doing these things, then they can make a significantly positive contribution to the Association, work collaboratively with the CEO/Sr Mgt; and feel good about what they are achieving together.

And, when you feel good - you look maaarvelous!
Possibly sexy!

Brian, in my recent new work of governing post, I tried to lay out what I think is a more compelling and richer vision of what governing needs to be about going forward. I would love to get your reactions.

http://blogs.asaecenter.org/Acronym/2010/01/the_new_work_of_governing.html