Association Leadership - July/August 2008 - (Page 22)

case study Association ne of the responsibilities of an association’s executive staff and leadership is to recruit potential board members. Sometimes the enthusiasm of a new board member and his or her leadership potential does not evolve as anticipated once they are elected. In response, the board may form cliques within its membership, or otherwise adjust to a board member who negatively impacts the advancement of the board as a whole. How should an association’s CEO and executive ofﬁcers address and work with board members who do not enter their role in-sync with existing members? I re recently heard of a newly appointed board member who used the ﬁrst few months boa of h board membership as an opportunity his to encourage fellow members to invest in his e company. He also invited non-board members com to b board functions and reportedly has acted in a manner that made female board members m uncomfortable. As the board pondered his unc membership status, they learned he was not me necessarily truthful in completing his membership nec Rissa Potter, Ph.D. application, and most alarming, they have learned app Executive Director they do not have a process to prevent or respond the Texas Council of Public to this type of situation. I share this because t University President it is human nature to think our members are and Chancellors upstanding people and that a situation such as ups this would not be likely in our organization. Yet, without the proper procedures and policies in place, undesirable outcomes a may occur. Most associations are structu structured with a “growth requirement” in that its leaders are not elected withou ﬁrst performing satisfactorily over time without on behalf of th organization. This may evolve from ﬁrst attending several b h lf f the i ti Th association events, then to service as a committee member and eventually an appointment as a committee chairperson before consideration as a member of the board. It doesn’t matter if this is formally stated or an unwritten process, but it is important that there is a vetting process. Offering a clear nomination procedure, strong nominating committee membership and a well-thought-out new member orientation process are also important steps in clarifying board member expectations and preparing them to contribute to the association. Misunderstandings often occur when a person assumes a leadership role without time to acclimate to the association’s style. True leaders are dedicated to the mission and goals of the association, rise through the leadership ranks – or lose interest if the organization does not meet their interests/style – and then gracefully move on after their service as immediate past president. The association will last longer than any one individual when a solid system of policy and procedures compliments the mission and goals of the association. A Chameleon on 22 Association LEADERSHIP | July/August 2008

Table of Contents Feed for the Digital Edition of Association Leadership - July/August 2008

Association Leadership - July/August 2008 Contents Chairman’s Column Homepage 60-Second Solutions Cover Feature: Association Lessons Learned Perspectives Association Case Study TSAE Annual Conference CEO Strategies New Members Community Spotlight Government Relations: Resources Technology: Web Site Redesign Global Summit Photo Page Great Ideas Beaumont New Mexico Index to Advertisers Advertiser.com The Lighter Side of Associations

Association Leadership - July/August 2008

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