Learn the secrets to ED longevity at organization

• DOI: http://doi.org/10.1002/ban.30631
• Date: 01 March 2018
• Published date: 01 March 2018

Editor: Jeff Stratton

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View this newsletter online at wileyonlinelibrary.com • DOI: 10.1002/ban

Learn the secrets to ED longevity

at organization

Executive Director Mark Hassemer (mhassemer@

actservices.org) has 35 years’ experience in full-

time administrative positions, including 31 years

in his current job. What are his tips and strategies

for such long-term success working with a board?

Here’s what he had to say:

• Use of Board & Administrator. “Reading

Board & Administrator for many years has cer-

tainly had a role in my longevity and contributed

to any successes we may have enjoyed here at

this organization,” said Hassemer.

“A regular theme of B&A over the years has

been to make sure that the board’s focus is on

governance, and not micromanaging the organiza-

tion or executive director. This does not happen by

accident,” Hassemer said.

• Provide training for the board. Among the

items reviewed with a new ACT board member

during their orientation is The Code of Ethics—

which likely came from a B&A newsletter, Hasse-

mer said.

“This document clearly lays out many areas of

personal and professional conduct,” he said. “I re-

view this with a new board member to make sure

they understand their role, and they review and

sign it annually.”

(Editor’s Note: See elsewhere in this issue for

an example of a code of ethics to use with board

members.)

• Give board members the right amount of

information. “It’s important to provide enough

information to the board to keep them educated

on the issues facing the organization, but not so

much as to cause them to focus on details that

are not necessary for governance,” said Hasse-

mer. “This can be a fine balance.”

For instance, an experienced Commission on

Accreditation of Rehabilitation Facilities sur-

veyor commented on Hassemer’s board reports

during an accreditation survey a number of

years ago. “He indicated that after reviewing

our board packet, he was going to take a close

look at all the information that he was sending

to his board, feeling that it was too much mate-

rial,” he said.

“While it’s important for a board member

to understand an issue, the level of detail can

sometimes be to such a degree that it encour-

ages a higher level of involvement, something

you don’t necessarily want to occur,” Hassemer

said.

• Employ proactive communication. Know-

ing how much detail to provide the board comes

with experience, Hassemer said. “That experience

is aided by communication,” he said. “Over the

years, I have asked the board if they have enough

March 2018 Vol. 34, No. 7 Editor: Jeff Stratton

continued on page 4

INSIDE THIS ISSUE

Boards that don’t understand their role

create problems for the executive director 2

Board Member Code of Ethics 6

Always treat your past board members well 8