Building a World Class Board

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Building a World Class Board

• What it Takes to be Great

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Defining Greatness
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Responsibilities

• Hire and evaluate the CEO
• Provide governance for mission achievement
• Provide fiscal responsibility
• Oversight
• Givers
• Getters
• No conflicts of interests
• Ambassadors and defenders
• Actively help achieve the mission and vision

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The Tarnside Curve of Involvement
High
Taking Personal Responsibility
Ownership
GIVEN
Commitment
Engagement
Low
Awareness
Interest
Low
INVOLVEMENT
High
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Must Haves

• Passionately embraces the mission
• Informed, active ambassador
• Youre 1, 2, or 3
• Gives annually to ability
• Wise
• Ethical, personal integrity
• Embraces philanthropy
• Has and willing to provide needed expertise
• Willing and able to participate
• Understands role

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Possess The Three EsJerry Panas, Asking

• Empathy
• Energy
• Enthusiasm

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Some Percentage Haves

• Can give six, seven and eight figure gifts
• Gives annually at the highest annual levels
• Influential with needed others

• Willing and able to open doors
• Willing and able to engage and solicit others

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Meets Other Needs
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Collectively
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Majority Enlightened GiversJerry Panas, Asking

• Feel they are only trustees of the money theyve
  earned
• They LOVE to give
• Dont put it off

• Realize early gifts are the most important
• Become personally involved

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100 Can Make The Case For Support

• Opening HOOK
• Question
• Alarming and interesting fact
• Brief compelling story
• Mission, Vision, Values
• Impact, impact, impact
• Benefits not features
• Facts, statistics, third-party endorsements

• Tailored to their needs and interests
• Delivered in a manner they will respond to

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100 Respects The CEO/Board Partnership
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Fosters a Culture of Philanthropy

• On the institutional dashboard
• Part of every meeting
• Holds each other accountable
• Focuses on increasing revenue and not cutting
  services
• Celebrates philanthropic success
• Provides stewardship

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Making it Happen!

• First you have to believe and commit!

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Starts with Leadership
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Reasons for Change

• Vision
• Strategic Plan

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Set Ambitious Goals

• Three year strategic board development plan

• Create and/or elevate Board Development Committee

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Face The Brutal FactsJim Collins

• Individual assessment
• Self assessment
• Self board assessment

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Set Expectations

• Criteria
• Procedures
• Board letters of agreement
• Committee on Board Development
• Board position descriptions

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Making Board TransformationHappen!

• Think big
• Fill the pipeline
• Engage, engage, engage
• Vet, test

• Invite when ready to say yes
• Make board and committee meetings interesting,
  engaging
• Provide stewardship
• Monitor progress and adjust

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Success Results!

• Increased visibility
• Stronger programs
• Increased gifts
• Increased supporters
• Being the Board of choice
• The services the people you serve deserve!
• Mission and vision achievement!