Give yourself time when you take a new job

• Date: 01 December 2017
• Published date: 01 December 2017
• DOI: http://doi.org/10.1002/ban.30585

December 2017 • Volume 34, Number 4 5

DOI 10.1002/ban© 2017 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

Give yourself time when you take a new job

Executive Director Sherri Gideon (Denton,

Texas; sgideon@casadenton.org) said to take

time to get the lay of the land when you accept a

new job.

“Far too often someone comes into a position

as a new executive director and wants to make

a lot of changes,” Gideon said. “They make

changes to set things up in a way that is famil-

iar and comfortable without really knowing what

is working well and what isn’t.”

Take the time to check out systems and learn

the strengths of the organization as a whole and

the individual staff and board members, Gideon

said. “Then you can determine how to capitalize

on those strengths and begin to make changes

where they are necessary without rocking the

boat too quickly,” she said.

It is far better to keep things running smooth-

ly when possible than to make changes just for

the sake of change or just to please a few folks

when you haven’t had time to learn the whole

system yet, Gideon said.

“I have found that to be true with myself and

with those I hire—give them time to become

acquainted with the position itself, the organiza-

tion and the people that make up the organiza-

tion,” she said. “Then, begin to institute needed

change but also keep those things that are

already good with the organization.”

Allow the strengths of others to keep things

running while you learn about the organization,

Gideon said. “Keep communication open and

communicate often,” she said. “Listen to others,

consider all options and then move forward with

what you and your board and staff determine is

best. Focus on the positive and keep the nega-

tive to a minimum.”

Also, it never hurts to buy lots of dough-

nuts and cookies and praise others for their

strengths and what they do well, Gideon said. ■

Ask the Board Doctor:

How do I improve meetings?

New York CEO question: “I am afraid our

meetings are getting a bit stagnant and am hop-

ing you might have some suggestions to spice

them up. Board members arrive and just seem

to go through the motions, without much dis-

cussion. Any ideas?”

The Board Doctor’s suggestions:

1. Try changing your meeting schedule.

Work through your chair after first reviewing

your bylaws to change from a monthly meeting

format to an every-other-month meeting date.

Be sure to schedule committee meetings for

the non–board meeting month.

Once members understand they are meet-

ing officially half as often, you should see a

change in meeting energy. The key to making

this work is that board committees must be

making recommendations for the full board to

consider.

2. Try a specific focus for each board

meeting. September can be planning, No-

vember for budget, February can be for nomina-

tions and April for governance activities such as

board and CEO evaluation.

Keeping each meeting narrow in focus should

get the board to address these major issues.

Board members will know exactly what they are

there to discuss. ■

Tip for your weekly report to the board

Put “Friends of the Nonprot” on the mailing list to

receive your Friday report. It is a great way to keep your

organization’s name on the mind of key supporters and

key communicators in your community. ■