Board Selection: What’s Your Role?

If you’re like most other chambers you’re selecting one sixth of your board each year.  That statement is based on a typical board appointment of two years, renewable for three terms.

Does that sound familiar?

Ok.  Now what role do you play in identifying or selecting new board members.

I’ve written many times in the past that you want three things from a board member:
  • Passion
  • Intellect
  • Money
The other piece of the puzzle that many have written about in the past is getting the right skill-set on your board.  I couldn’t agree more!

What does that mean?

In the simplest of terms, do you have a lawyer, CPA, educator, transportation expert, workforce, economic development and technology experts, etc. on your board?  Do you have diversity as it relates to size of businesses, geography, ethnic and yes, all age groups in the workforce (Boomers, Gen X, Gen Y and now Gen Z)?  All can contribute and play a vital role in the conversation.

The more diverse your board the greater the conversation.  Embrace it!

Now back to your role in identifying and selecting new board members.  If you don't, you should have a file in your desk drawer of potential new board members.  Are you grooming new board members by asking them to serve on committees or task forces first?  If not, you should.  What a great training ground for future board participation.

What you don’t want is a board made up of what I’ll call, “friends of friends.”  Whether you’re officially on the nominating committee or not, you at least can fill the pipeline with quality candidates.

That’s the CEO’s role, at a minimum, in the volunteer selection process.  For more information on board management go HERE.

Good luck!

Chairman/CEO Partnership

Yes, I said partnership in the title.  At the end of the day, if you don’t have a partnership with your chief volunteer, you’re not in a good place.  Not for you and not for the organization.

We all know that the board, led by the Chairman, sets the policy and direction of your chamber, but it is the CEO that implements that policy with his or her staff.

The strength of the relationship between the Chairman and CEO will have a direct impact on the success of the chamber and its program of work.  You must have open and regular communication with your board Chairman.

And then there’s – Trust!

Without it you will have no partnership.  You must both come from a place where you trust each other.  You both need to be accountable for the work of the chamber and its success!

The CEO gets a new Chairman every year.  And each year that can bring new challenges and opportunities in the relationship between the two.

The Chairman and CEO should always stay focused on the two being aligned, focused and share the same vision for the Chamber.

For resources on the Chairman/CEO partnerships go HERE.