A formula for high-quality leadership: make your term as chief elected officer meaningful by developing an inspiring leadership style. (Board Primer).

Think about the volunteer leaders you've worked with throughout your career--effective and not so effective. Why is it that some have enabled you to have such positive experiences while others have not? What made the difference?

The reality is that many people master the basics of being a chief elected officer, from building consensus on strategic issues to presiding over efficient meetings to staying on top of the endless paperwork. But that's not enough to be a "high-quality leader"--especially in a volunteer-driven environment. After observing a number of volunteer leaders across the years, I've noticed that the best have one trait in common: the ability to apply the basic formula for high-quality leadership. Simply put, the formula is: (V + P) * H = HQL, where V stands for vision, P for partnership, H for heart, and HQL for high-quality leadership. Let's look at each of the formula's components.

Every chief elected officer has a sense of what may lie ahead for his or her organization, but a rare few have a true vision of the organization's future, the constituency it serves, and the leadership team it needs to reach that goal. High-quality leaders can see the future--and even

feel it and touch it. Take a few minutes of your rare quiet time to think about your vision, knowing that what counts most is not your vision alone but a visualization of the future your board will have already anticipated as part of a strategic planning process. High-quality leaders see the vision so well that they can articulate it clearly, concisely, and concretely to others. Can you?

Partnership is a critical leadership success factor because it encompasses so many dimensions of the job. To assess your skill, ask yourself:

* Am I a true partner with the other members of the leadership team? Do we have a shared commitment?

* Do I partner with the leaders of related organizations? Even when our associations have different policies and positions, am I approachable and open to others' ideas?

* Have I partnered with the gatekeepers and brokers to underserved constituencies that my organization needs to reach?

* Am I a partner with the chief staff executive? A true partnership with this individual can he the most powerful tool you possess. Your relationship sets the tone and will serve as a model to others. If it is based on clarity about roles, open communication, and mutual respect, it will leverage your organization's effectiveness. Take time to visit with your staff partner and make sure your commitment to connection is as strong as you both can make it.

True heart will leverage all the work you devote to your role as an organizational leader. Heart is exemplified by humility that supersedes hierarchy. The fact that you hold high rank in the group is not as important as your personal commitment and belief in the organization's mission. Are your commitment and beliefs visible? Are you authentic-is the real you apparent to the rest of the group? Are you comfortable with self-disclosure, going beyond the position you hold to the person you are?

Heart is not all about you. Rather, it is all about the mission and vision you share with the organization's leadership. Heart moves people from admiration of your achievements to respect for who you are and what you give. It will help your teammates to understand the difference they can make if they release their own hearts.

When you think about the job you've been elected to do, don't discount your basic responsibilities. You do need to know how to conduct a meeting; understand the organization's finances; and appoint, challenge, and hold accountable a strong leadership team. All of those skills, coupled with the personal experience you bring, will ensure that you do a good job during your term.

Using the HQL formula will help you leverage your skills and experience. Apply the formula to yourself and consider where you need to develop your capacity in these areas:

* Vision: Do I see it? Can I feel it? Can I tell it?

* Partnership: Do I respect others? Am I approachable? Do I reach out to new constituencies?

* Heart: Is the real me holding the gavel? Is my commitment showing?

We each remember one--or, if we're lucky, two--high-quality leaders with whom we've had the privilege of serving. We felt good sitting at the board table. We believed we accomplished something during that person's term. This leader valued our contributions and respected our point of view. Now, by applying the HQL formula to your own term in office, you may likewise enable your fellow board members and your organization to benefit from your leadership gift.

Kathleen M. Bell, CAE, is an account executive with Smith, Bucklin & Associates in Chicago. She is also board chair of the Epilepsy Foundation of Greater Chicago and a member of the board of the national Epilepsy Foundation. E-mail: [e-mail].