A few years back, I served on the nominating committee of a national organization. We were responsible for sifting through dozens of candidates in order to fill a handful of volunteer board of director positions.
As a way to filter through the submissions, I suggested that we consider candidates based on their skill set, access to resources, and influence in the industry—in other words, the value they could provide the organization. By focusing on a candidate’s qualifications, I believed the organization had the best chance of advancing its goals and strengthening its brand.
To my surprise, no sooner did I make such a recommendation as it was met with resistance. My fellow committee members were more interested in selecting their friends — regardless of their abilities — than the most qualified candidates.
Positioning your interests above those of whom you serve–your organization, your team, or your client–is the ultimate conflict of interest. It is also BADfortheBRAND™ as it strips you of your ability to be seen as objective and compromises the welfare of whomever you represent.
Avoid the trap of personal gain clothed in public service.
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Good reminder, Jonathan. I interviewed Carl Terzian on this topic last year in my blog entitled “Board to Death.” I asked him about the incentive to join a board. Should we target organizations that allow us to rub elbows with powerful board members? Should we seek out charities where we have existing relationships so we can deepen those relationships? Or should we think strictly altruistically? Basically, his answer was “yes.” It’s a multi-faceted issue that should be approached thoughtfully and strategically. You can listen to the interview here: http://bit.ly/igKBu2 .
Jonathan, Heather, Jim, Nat and Jeffrey have clearly carved out the value of quality. One technique that often works to overcome the personal agendas is to ask the nominating group to force-rank the candidates. After the first round which goes nowhere, people begin to talk and some begin to listen. By the third vote, quality begins to emerge. Frequently, an issue with not profit organizations is that board members are rarely committed to one goal, as you would find in a single organization like a corporation where strong leadership is asserted. Members are given a chance to make their recommendations, and, in fact, are highly valued for it. But ultimately a decision is made and supported.
So try forced ranking and keep your fingers crossed.
Regards, allan
On a micro and macro level this is so true Jonathan. There was a time when someone went into “public service” because they wanted to make a difference. Today we are learning more and more that our public officials have entered into public service more often for their own gain as opposed to what their community or constituents may gain through their service. Unfortunately what “service” and “volunteering” has turned into is political and it’s a shame that politics has come into play at almost every level of service – even within our own professional association(s). Volunteers need to stop worrying about the benefits that they personally receive from providing service, be it to a community or an association, and start focusing more about how their service will benefit their community or association.
Let’s remember its not about our own personal gain or agenda it’s about what we can do to make a difference!
Ditto to what Heather said.
And as important, I assume your association had bylaws that require the “Three Duty’s” – Duty of Care, Duty of Loyalty and Fiduciary Duty. All of which require the good of the organization over the interests of the individual.
You’ve hit the nail on the head, Jonathan, in a remarkably few words. Want to become a valued counselor for your clients? Give them the advice that is best for them, even though it may not include any gain to you. They’ll call you a straight shooter; your advice will count; and when the chips are down, they will want you in their corner. If we have the integrity to act against self-interest for the good of the client, we form a bond with that client that no amount of conventional marketing can achieve.
Great post, Jonathan. I’ve been there.
It comes down to putting principles before personalities.
It’s hard to do, but as trusted servants of an organization, which is our role when we sit on a board, we have to put aside our personal friendships and do what is best for the organization and its members.