Some last thoughts
There cannot be a conclusion to this book. As I look over the years that I’ve spent with volunteer organizations I keep remembering hard learned lessons. If I tried to write them all I’d never finish. There are a few loose ends that seem valuable, but didn’t logically fit anywhere. So, here they are.
A Word Of Advice To Members Who Have a Long Service Record
Have you held a high office in your organization for a long time? Isn’t it time for you to let someone else occupy your position?
After you have successfully participated in or led some active committees, or perhaps served on the executive of the society for a term or two, consider another role. At this point in your service to your organization, your main contribution should be to help newer members to achieve these offices and responsibilities. Your knowledge and experience is most valuable if you continue to participate and lead from behind. If you are holding an office ‘because no one else wants the job’ then you must declare this to the board, plan to resign the post (and do it!), and mentor someone for the job.
You serve best by proving that no one in indispensable. It is true that newer members will not do as well as you—at first. It is better they be your scion than your rival. Eventually some will grow to make contributions you have not thought about. Your role is to encourage that growth.
Nothing in this essay should suggest that potentially contributing members should retire from active duty to make way for ‘new blood.’ That rhetoric is silly and is often counter-productive. Just recognize that in order to show leadership or to contribute you don’t need to be in the driver’s seat.
If you think that your reward for service is that driver’s seat, you should reexamine your motives and move on.
As an old hand at this, you will often recognize opportunities or some problem before the others do. Gently, make sure these things receive attention.
A Word To The Acknowledged Leaders in Your Community
Have you achieved some profile in the community because of your accomplishments? Probably you have a valuable role to play with the membership of this society that you value.
As a result of your leadership in the community and the fame of your many accomplishments, you are well known among the members and even potential members. Be aware that people will want to be able to meet you, to hear your thoughts (please, not on organizational politics), and to contribute to your good works.
The simple act of your being present at meetings is a contribution. This short section is to recommend that you regularly show up regardless of the topic of the event or meeting. Actively seek out and talk (and listen) to the newer members.
By showing up at gatherings, and by encouraging the activities of the members, you will be assisting with the recruiting of new members and providing needed recognition for the work of the association. Thus you will be helping to enlarge the constituency of people who share your values. This is not a small contribution. The importance of your participation will be hard to quantify, but it will be more than you suspect. Participate often!
Because of your personal reputation, you have the power to fuel factions and rivalries. Try to stay above any of that. Let the statutory leaders of the organization determine policies and direction; and become involved only when your opinion is sought in a legitimate forum.
A Word to Board Leaders About Succession Planning
While the bylaws will ensure that there is a board, I’d like your organization to do better. Succession includes planning the future slate of officers. It is best when the future chairs (or presidents) know for several years when they will assume that office.
Consider this scenario. It is a few weeks before the Annual General Meeting. Someone telephones the past president to remind her that the the bylaws say that she is the chair of the nominating committee and her committee is expected to propose a slate of officers and members of the board for the coming year. There will be some vacancies that need to be filled. This is followed by a flurry of meetings and eventually some people are persuaded to join the board. Sound familiar?
What is wrong with this scenario? First, the bylaws specify the minimum requirements for legally carrying out the business of the association—they are not there to provide advice and consultation to the leadership. Second, these new board members arrive with little or no preparation for the vital job of governing your association.
As someone who teaches governance, I’ve come to recognize the necessary function of the board’s role be able to understand and to articulate the culture and values of the association. Board members who, themselves, are struggling to learn the new job of being a board member, are not in a position to govern wisely for many months.
As best as you can, plan for succession on the board. One way to do that is expand the responsibilities of your nominating committee. Keep it small, and populate it only with those who really know the value and history of your association. This group could be active throughout the year and constantly watching for the future board members. Potential nominees might be invited to attend a number of board meetings before their elected term. Consider holding training or orientation sessions for future board members.
For most organizations, people are not running for the job on a board—this is task that is thoughtfully undertaken as a part of community service. Consider charging your nominating committee with ensuring that excellent people are identified, and then are prepared to be competent board members.