1. BOARD SUCCESSION PLANNING Bill Taylor Northeast Community Development Educator UW Cooperative Extension Service 1 The University of Wyoming is an equal opportunity/affirmative action institution.

2. REVIEW THE PURPOSE Revisit the mission statement and objectives of the board Identify challenges, opportunities, priorities Evaluate degree of past success Evaluate the position against a set of job expectations determined in the review Are objectives aligned with evolving priorities and directions? Develop a realistic and current job description, outlining expectations for the position A few definable, measurable criteria 2 UW Community Development Education

3. PLANNING Evaluate organizational performance Focus on key questions related to mission, customer values, results, implementation Use an assessment tool that focuses on effective leadership, management, fiduciary responsibilities Review current job profile/position description and clarify priorities Prioritize objectives – what do you need to achieve the mission? Identify environmental conditions compared to last search, differences in requirements, budget issues, constituent requirements 3 UW Community Development Education

4. Develop a job description Specify what has to be done and what it will take to do it Give position description to candidates during search Describe skills and experience necessary Accountability to whom? Accountability for what? Attendance requirements Committee structure and membership requirements 4 UW Community Development Education

5. RECRUITMENT Don’t allow search committee to be hijacked by special interest groups, whether community leaders, internal constituents, board members, or advisory members Make role requirements clear from the beginning Mailed invitations may not produce committed members Seriously cultivating interest in persons who may be vested in the process or committed to the need often produces better results 5 UW Community Development Education

6. Recruitment (cont.) Use an application form Will help gather information on interests, background, skills If someone contacts organization and asks for application, this is excellent time to start serious communication about their interests and skills Willingness alone does not always make the best board member, but genuine interest should not be ignored Take the interested party through the entire application and interview process – no shortcuts 6 UW Community Development Education

7. Interviewing Don’t let a shining star blind you from checking for core competencies Some people interview better than others – the interview may not be a true indication of skills Follow a formal protocol Treat every candidate equally Ask each the same questions in the same way 7 UW Community Development Education

8. Interviewing (cont.) Don’t waste time selling the board or position Focus on fit While looking at skills, don’t forget characteristics and attitudes Commitment, motivation, enthusiasm, consensus building, leadership skills must reside within the organization Use behavioral based interviewing Determine past behavior in various situations Using past behavior, predict performance in future situations 8 UW Community Development Education

9. Some possible interview questions Why are your interested in the issues addressed by this board? Why are you interested in serving on the board? Do you have any previous board service, leadership, or volunteer experience? Are you presently serving on any boards? What kinds of skills or expertise can you offer? How will the organization benefit from your participation? How do you think we could best take advantage of your expertise? 9 UW Community Development Education

10. Some possible interview questions (cont.) What do you expect us to do for you so that your experience is satisfying? What kind of time and financial commitment will you be able to make? Are you willing to serve on committees and task forces? Can we expect you to come to board meetings regularly? 10 UW Community Development Education

11. selection Don’t select on likability Do a careful background check on all candidates Match core competencies with real needs of the board Know what is needed and look for it If you can’t find the ideal fit, adjust accordingly, but do not think of the final choice as second best If the search criteria are too narrow, the search will probably fail 11 UW Community Development Education

12. Orientation Spend as much time on orientation as on the search If available, outgoing board member may provide valuable assistance in getting new member up to speed One or two present board members can be assigned to see that new member learns the ropes 12 UW Community Development Education

13. Give performance feedback early Boards should do regular self-assessment of board and individual performance Explain how decisions are really made. Identify cultural landmines and current expectations from group to group: Board Constituents Special interest groups, etc. UW Community Development Education 13 Orientation (cont.)