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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March was such a long month. I filled it up with highs/lows, laughter/tears, adventure/down-time, friends/solitude -- just like everyone else, I suppose.
I treasure my friends and, because I don't always see them, I often cross my fingers and hope they know how much I care. But March saw me back out in the world and connecting with those for whom "it has been awhile" (we're talking a few dozen!). That felt amazing. Family factored in, too (twice in one month!). And in the middle of all this, there were still times when I was alone and re-grouping or reading ("Surely You Can't Be Serious: The Story of Airplane!" by Zucker, Abrahams, and Zucker). It's good to laugh!
Last fall I mentioned The 12 Week Year by Brian P. Moran. I've now gone through a couple of 12 week years, and I can say that some elements of the program have had a positive impact on me. Where I haven't been as successful, I suspect, is when I take on too many goals for the period. Even so, I am going to start another 12 week year in April and see if I can get a few more things into the endzone.
I saw some terrific theatre (don't I always?), and from a creative perspective, I am finally productive. We are in rehearsal for my new Fringe play, I'm directing a short play at the Stage Struck festival in April, and I'll be reading 5-minutes from one of my plays at the Script Salon 10th Anniversary. I also attended two write-along workshops with other playwrights. It feels good and right to be in the creative space again.
Beer-wise it March was a busy time of studying and learning. I wrote a significant exam this month, with the added anxiety of a technology failure in the middle of it. I attended a 2-day off-flavour workshop (yes, I paid to sample 25 infected beers so I could learn to diagnose both the problem and the cause). I attended two beer festivals (1 great, 1 a bust). I visited a dozen or so breweries in two cities to see what was new. I ate an obscene amount of beer cheese. Friends and I completed our "Lent" beer exchange (we did 25 days instead of 40), and I capped it all off with a Beer and Easter Candy pairing session!
Every spring people get into the spring cleaning mode. That almost never happens for me, but this year it did. I took things to be shredded, dropped odd bits off at the eco centre, donated items to charity, moved paper files from my office to my downstairs storage, and so on. I am astonished at how much space I have to move around in!
My technology continued to stymie me and cause grief. My new computer system is whizzy but I can't do all the things I used to do. My phone was acting demon-possessed, so I got a new one, but I still need the old because some things won't access on the new. I had to sign up for a new cable and internet plan and now nothing (office or home) is working properly. Seriously, nothing. This stresses me out. Does anyone have a 10-year old they can spare to sort this out for me?
If you are having a long weekend, I hope it is everything you need and that April is a stress-free month for you.
/lmwe
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Board Succession Planning
In Forbes.com (Mar 26/24) Kris Putnam-Walkerly talked about "transformative tactics" for board succession. I had to read the article a couple of times before I could land on how I felt about it. Here's my take...Her list IS transformative, but it's certainly not NEW. These tactics have been out there for decades. So why aren't we doing them? Also, I patently disagree with 1.5 of the 10. Let's parse it out.
Rightfully, Putnam-Walkerly states that "strength and sustainability (of an organization) are often directly linked to the effectiveness of its governance." She also correctly states that we are leading and governing in complex times and that effective board member succession keeps the organization vital, prevents stagnation, and brings continuous improvement. Here are the tactics she outlines.
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Implement Term Limits. Yes, yes, and YES! This is one of my soapboxes. Boards need new energy at regular intervals. I work with one board in which the directors simply refuse to rotate off and allow new perspectives. They no longer have the energy to do what they are meant to do, and times are critical (including a planned CEO retirement). They won't do the work, but they won't let anyone else in to do it either. Leadership changes at the board level amount to shuffling the deck chairs on the Titanic. They know about good governance and best practices, but won't do it themselves. Arg.
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Stagger Board Terms. This is definitely a best practice because you don't want the whole board leaving at once and an entirely new board starting at once. You should try, more often than not, to rotate out (some institutional knowledge) and in (some fresh perspectives) a reasonable number of directors each year.
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Craft a Respectful Exit Strategy. This "allows for the dignified departure of board members who may no longer align with the direction or who have fulfilled their tenure." I agree. I speak a ton about acts of courage at the board table. Honestly, most boards have protocols in place for dealing with underperformance or misconduct AND very few have the guts to act on their own policies. That needs to change.
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Formalize a Succession Plan. Have a framework to identify, recruit, and integrate new directors. Update your process to reflect evolving needs. I need to add that recruitment should be tied to the organization's strategic plan. Specifically, what skills/attributes/industries/behaviours do we need in order to work this plan?
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Launch a Board Mentorship Program. A mentorship program is intended to "bridge the gap between experienced and new board members, facilitating knowledge transfer and acclimatization." I run lukewarm on the "board buddy system." If you think it will work for your organization, definitely give it a go.
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Champion Board Diversity and Inclusion. A wide range of perspectives will enrich decision making and help navigate the organization's work and impact. We can all do better on this. (Sidebar: If it's true, is it still disrespectful? Specifically, the more I see boards still recruiting older white dudes, the less I want to be with that group. I respect where older white dudes have gotten us -- mostly -- but there is so much more out there! I am ready to meet new people and learn different things). Your organization might be ready, too.
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Conduct Regular Evaluations. This is so important. We need to know that our board members are being effective because there is a cost of governance that we don't always think about. A combination of self-evaluation, oversight evaluation, and peer to peer evaluation will highlight areas for board development and help everyone focus on whether they are helping the organization achieve its goals.
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Establish an Advisory Council. No, No, and NO! Here is one I disagree with. The author's idea is to bring together former board members and experts to "offer ongoing guidance and support to the organization; ... a reservoir of expertise...etc." I have seen this , and it has never worked because it has the effect of being TWO BOARDS. It's bad for the CEO and it's bad for the organization. So please don't do this one. If the CEO needs an expert sounding board other than that provided by the board of directors, then the CEO has the right to get that expertise (but please don't codify it and make it a "thing").
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Prioritize Continuing Education. You want the board to "remain informed about best practices in governance, leadership, and the organization's focus area." This is mission-focused work and it helps the board meet their responsibilities. Being on a board is not just checking boxes; it means being open to new things and learning.
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Foster Open Communication Channels. Proceed with caution here, okay? The author says, "Cultivate an environment where open, transparent communication is the norm, allowing board members to express concerns, share ideas, and provide feedback freely", and she gives reasons why this is a good idea. She's right! But where it goes sideways is when "open and transparent" gets extended beyond the boardroom. Yes, you want to communicate openly and transparently with your donors/funders/members, but that doesn't mean flinging the doors of the board meeting wide open. The board still needs to have its deliberations in private and THEN ensure that clear, regular, measured communication is an output. Opening up the "process" part is bad governance practice.
So you see, most of these tactics are good ideas that have been around for ages. If you're not doing them, then please take a few and try them out soon -- always for the betterment of your organization and its impact. Good luck!
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Specifications of the Ark*
Made from: Gopherwood //
Length: 300 cubits // Breadth: 50 cubits // Height: 30 cubits //
Windows: 1 // Decks: 3 // Number of humans: 8
Rain duration: 40 days & nights // Flood prevailed for: 150 days //
Noah lived to: 950 years
-- Schott's Original Miscellany (*Toy not to specifications)
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On Liking People and Things | |
Some People Who Made My Life Better in March |
MaryJane Alanko, Linnea Baldwin, Jocelyn Beier/Sandman, David Cheoros, Jonathon Cote, Glyn Eales, Graham Faulder, Steve Flowers, Jason Foster, Liz Garratt, Carrie Habinski, Heidi Hadubiak, Sue Huff/Kevin Tokarsky, Dave Hughes, Sidney Manning, Jeff Mawson, Barb Mayorchak, Kelly McClung, Sherrill McGilvray, John Mellec, Robyn Mott, Jenny/Adesh/Aliya Narine, Dan Panek, Jordan Scheuermann, Lori Schmidt, Skirts Afire, Wanda Stephens, Theresa Tsoukalas, Lil West, Chris Wood/Bobbie Fitzgerald, Carole Yarrow
"Shout out to low maintenance friends, the ones you don't talk to
for months because you're both living life but when you meet up, there's nothing but love."
-- Unknown
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The Case for Board Diversity (It stalled but it shouldn't)
New Thoughts on Corporate Culture (Harvard Law School)
Cultivating Success in Dynamic Times (Blog from a respected colleague)
Directors' Responsibilities to Employees (Reminder that it's not just to shareholders)
Cost of Going Green for Non-Profits (US-based but have a look anyway)
The Great Wealth Transfer (Non-profits, pay attention!)
Unconventional Leadership (Signs to look for)
Caremongering (The case for mutual aid)
A Memorable Taproom Experience (It takes more than good beer)
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“Carve out time in your schedule to volunteer. Studies show that giving to others increases happiness and lowers stress levels. It's good for the body and soul!”
-- Rebecca Asher-Walsh
"A woman is like a teabag -- you never know how strong she is until she gets in hot water."
-- American Proverb
"After silence, that which comes nearest to expressing the inexpressible is music."
-- Aldous Huxley
"Love is the ultimate outlaw. It won't adhere to any rules. The most any of us can do is
sign on as its accomplice."
-- Tom Robbins
-- From the film Airplane! (1980)
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# Some Things I Like (by-the-numbers) #
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Directors & Boards (March 19/24) posted an article by Janice Ellig who warns us that these trends are coming up fast. Don't be caught unaware.
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DEI is not dead. "...a broad range of candidates not only strengthens their organizations, but that of our social fabric as well."
- It's no longer about business; it's personal. Personal choice comes first.
- Two-way deals. It's not only the CEO who can negotiate.
- Women & diverse leaders -- an unprecedented opportunity to show your abilities.
- CEO's top team needs their A-Game always. This includes the board!
- AI is an activist (and the board's new AI partner).
- Elephants in the C-Suite -- time to confront and deal with them.
I agree with these. As Ellig asks, "Who do you want in the foxhole with you?
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8 Easter Candy & Beer Pairings I Enjoyed | Thanks, Sherbrooke Liquor, for always keeping things interesting! | 1 Childhood Memory That Cracks Me Up |
1 Other Thing
I Drank This Month That I Liked
| MEAD! Cherub Rock by Establishment Brewing, Calgary AB 5% ABV |
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5 Beers I Enjoyed in March |
Talls & Smalls English Porter, Olds College Brewery, Olds AB 5.1% ABV
Grime & Punishment Imperial Stout, Annex Ale Project, Calgary AB 10% ABV
Erlton Street 2023 Wild Ale, Establishment Brewing, Calgary AB 6.4% ABV
Chapter 5 Belgian Strong Golden Ale, Cabin Brewing, Calgary AB 10.7% ABV
Baby Back BBQ Rauchbier, Analog Brewing, Edmonton AB 6.2% ABV
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TRUE STORY: A team of engineers took into account height, distance, stability, repeatability, and flippability when designing the beermat for the pub game of Beermat Flipping. | | | | | |