I Believe In Fairness, Fun, And Sharing What I’ve Learned With The People Who Make This Planet A Great Place To Live |
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May, a 31 day month, felt like three months. Sometimes I was grateful for that, other times not so much. But first the good:
- proudly elected to the Board of Directors of the Canterbury Foundation (seniors housing)
- attended more webinars than usual with fascinating topics and people (e.g., Film, Food, and Fashion with Stanley Tucci, the Intersection of Anti Racism and Mental Health, Stress and Performance: Body and Mind Work, Business Resilience through Community and Inclusion/Gateway Foundation, etc.)
- found new podcasts to enjoy
- attended two wonderful plays online, both by Northern Light Theatre
- participated in a meeting with CFL Commissioner Randy Ambrosie and got the lay of the CFL land, including plans for a 2021 season and Grey Cup (good, because I already booked my hotel)
- participated in an interview with the Edmonton Fringe, along side Gerald Osborn
- worked through a 5-module course on Diversity & Inclusion via The Humphry Group, along with a terrific online cohort of smart people
- participated in CSAE Alberta's session "Land Acknowledgement: One Settler's Work-in-Progress Journey in Active Reconciliation"
- some of my IT and website problems were solved*
- attended a few AGMs and board meetings
- got through International Fluevog Day without buying shoes (Is non-buyer's remorse a thing?)
- revived my Kentucky Derby tradition (photo below); bet and lost $10,000 fake dollars. After the winner drug tested positive, I could have been rich!
- discovered the Society of Beer Drinking Ladies and attended a virtual Beerfest, replete with land acknowledgments, charitable focus, female brewers, comedy, burlesque, cooking challenge, and a dance party (Best.Evening.Ever.)
As for the not-so-great*? Who cares. More IT problems and a root canal are small potatoes in a month as robust as May.
Here's hoping June brings more adventures, successes, and (soon) some hugs!
/lmwe
“Almost everything will work if you unplug it for a few minutes…including you.” -- Anne Lamott
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Every board, at some point, will have a director who is a pain. In navigating that dynamic, one must know if that director is disruptive or destructive.
Scott Baldwin (The Savvy Director) offers clues, noting that neither behaviour is in the best interests of the board and organization (as I call it, degrees of misery):
Destructive:
- Divisive, abusive, overbearing, or distracting behaviour that impedes the board’s ability to do its work
- Other board members quit (or threaten) because they can’t take it anymore
- Chunks of board meetings are spent doing damage control from this behavior
- Board members are reactionary -- defending against attacks or preemptively attacking
- High tension at board meetings so people dread attending.
Disruptive:
- Behavior is difficult/ distracting but not necessarily destructive
- Other board members don’t enjoy the behavior, but they can they tolerate it
- The board can still get things done in spite of the behavior
Here are some typical examples.
Disruptive Director Behaviours:
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Sometimes – don’t fully understand the commitment
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Non contributor -- silent; don't step up
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Unprepared -- don't read the package
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Rambler -- Goes on about points already made
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Dominator -- loudest; talks over others
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Contrary -- shoots down ideas no matter what
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Second guesser -- revisits/rehashes decisions already made
Destructive Director Behaviours:
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Empire builder -- (appears) less interested in the org. than in how to use their position to further personal/ business ends
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Underminer -- (appears) to be working against the org. rather than for it; doesn’t support decisions they didn’t vote for; walks out of meetings; bad-mouths the board to others
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Conflicted -- conflicts of interest that are undeclared or result in missing votes regularly
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Breach of fiduciary duty -- fails to meet fiduciary duty or duty of care
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Unethical -- ethical infractions like sexual harassment, fraud, or criminal behavior that will damage the org's reputation.
Right now you are probably thinking about a board and a person (I am). Thankfully, the article provides some tips on how to address disruptive and destructive directors. Please read it and don't be afraid of the last one: Say goodbye. Functional boards require courage along with everything else.
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Can a Board Be Transparent and Maintain Confidentiality At the Same Time? |
Of course, and it should. In my experience, few directors and members really understand "transparency." Many interpret it as, "Open wide the doors and filing cabinets and tell us everything you're doing and thinking." That's not it. In fact, that is imprudent.
The origin of transparency is Latin, meaning shining through. Wikipedia says: "Transparency, as used in science, engineering, business, the humanities, and in other social contexts, is operating in such a way that it is easy for others to see what actions are performed. Transparency implies openness, communication, and accountability."
A corporate definition I like from GAN Integrity: "Transparency in business is the basis for trust between a firm and its investors, customers, partners, and employees. Being transparent means being honest and open when communicating with stakeholders about matters related to the businesses."
Nowhere does it involve telling everyone everything. BoardSource offers these definitions:
"Transparency: Disclosure of information to the public to indicate the organization is well-managed, functions in an ethical manner, and handles its finances with efficiency and responsibility."
"Confidentiality: Obligation and right not to disclose information to unauthorized individuals, entities, or processes if it would harm the organization, its business relationships, or an individual."
BoardSource recommends that the following board activities are protected by the confidentiality umbrella:
- Planning
- Restructuring
- Client and customer records
- Personnel files
- Donor information
- Legal consultations
- Security
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Executive sessions (in camera meetings)
BoardSource adds that there must be consequences for a director who breaches board confidentiality. Sometimes it can be handled with a conversation, and sometimes it may require removal. A director's fiduciary duty (loyalty) extends beyond the director's affiliation with the organization.
Many boards require directors to sign an oath of confidentiality. Technically, it is not required because the contents are encapsulated in that fiduciary duty; however, it is always a good idea to be clear about what is confidential and an oath is a good way to help people understand. As for transparency, don't forget to communicate well and often about what is happening in the organization and at the board table. It's the silence that can be dangerous. Good luck!
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On Speaking Up and Shutting Up |
"It took me a long time to realize that A) the impulse to stay quiet is a signal to speak up, and B) the impulse to say one more thing is a signal to stfu."
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I really enjoyed this blog (May 02/21) by Batista on the impulse to speak when we should shut up, and shut up when we really should speak. He talks about the dissonance between cognitive and emotional responses to situations, and how -- if we can recognize both -- we can use both to say (or not say) the right thing at the right time.
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Board Budget Questions
I shared this a couple of years ago, and given the questions arising and the influx of new directors on so many boards, it's time to revisit.
BoardSource originally published these in 2019 in response to the question, "What should the Board ask during the budget process?" Here is a summary of good questions and my own narrative:
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Does the budget reflect your mission? (Make sure you're still on track)
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Does it call for a surplus? (Hint: It should)
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Where are revenues projected to come from? (Diversify as much as possible. Also, I've seen organizations just plug "Sponsorships" with the amount it will take to balance. Stop it! Ensure projections are real.)
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What are the operating ratios for key areas? (Donors/members might ask, but don't underfund administration. You need people to get the work done)
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What policies apply to budget revisions? (How much flexibility does the Executive Director have before coming back to the Board?)
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How do revenues & expenses match up to similar non-profits? (Have some benchmarks from similar organizations.)
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Does the board regularly get financial info that includes budget info? (You should!)
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Some People Who Made My Life Better in May |
MaryJane Alanko, Jennifer Bertrand, Lori Bursey, Shelley Carmichael Silins, Mark Cherkowski, Ellen Chorley, Jonathan Crane, Ann & Ed Davies, Christine DeWitt, Phil Duncan, Brian Edwards, Leo Ezerins, Liz Garratt, Kim Hunter Lee, Lynn & Don MacAskill, Pat MacDonald, Karen MacKenzie, Sherrill Mcgilvray, Lindy Mullen, Gerald Osborn, Chantelle Painter, Christopher Peet, Laureen Regan, Lori Schmidt
“We find comfort among those who agree with us -- growth among those who don't."
-- Frank A. Clark
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Some Quotes I Like
"With aging, you earn the right to be loyal to yourself."
-- Frances McDormand
"The two most important warriors are patience and time."
-- Leo Tolstoy
"Trust, honesty, humility, transparency, and accountability are the building blocks of a positive reputation. Trust is the foundation of any relationship."
-- Mike Paul
"To begin to think with purpose, is to enter the ranks of those strong ones who only recognize failure as one of the pathways to attainment."
-- James Allen
"Trusting that there is a next step is the first step to figuring out what the next step is."
-- Jennifer Williamson
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Some Beers I Like
Because you asked again, Top 5 beers I enjoyed in May.
1. Twin Season Double IPA. Sea Change/Sherbrooke Liquor (Edmonton AB) 8% ABV
2. Apricity Foeder-Aged Maple & Plum Sour Ale, Four Winds (Delta BC) 7.3% ABV
3. Lager O'Darkness, Blind Ethusiasm (Edmonton AB) 4% ABV
4. Con Leche Horchata Style Milk Stout, Twin Sails (Port Moody BC) 7.5% ABV
5. Pineapple Sour, MH (Medicine Hat AB) 4.6% ABV
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“There is but one Earth, tiny and fragile, and one must get 100,000 miles away to appreciate fully one's good fortune in living on it.” – Michael Collins
#BeKind
Linda & LUE-42 Enterprises
(With fond acknowledge to Douglas Adams & The Hitchhikers Guide to the Galaxy
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Linda Wood Edwards
P.O. Box 11021, Station Main,
Edmonton, Alberta T5J 3K3
780.918.4200
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