Advice for Those New at Chairing a Board.

Former leaders share advice for novices on overall effectiveness.

You're stepping into your organization's highest volunteer position. You've probably seen it all and done it all in your association--in fact, if you didn't have a history of effective volunteering, you wouldn't have risen to the top spot. To help you be equally skillful in your new role as chief elected officer, here is a starter list of relevant advice, most of which comes from volunteer leaders of my own association.

ENCOURAGING GOOD BOARD-STAFF RELATIONS

* Realize that you and the chief staff executive are on the same side. "Trust your executive director. He or she wants you to succeed."--Don Bruun, director of communications, General Dynamics Information Systems, Bloomington, Minnesota 

* Forge an understanding with the chief staff executive about your respective responsibilities. "As chief elected officer, you will manage the board and volunteer-oriented matters, and he or she, as chief of operations, will handle all staff matters."--Mike Heron, national vice president of public affairs, American Cancer Society, Atlanta

* Appreciate the difference between strategy and tactics. "Understand that your role is to help the board develop a strategic vision and direction for the association. Leave the tactics in the capable hands of the association professionals at headquarters. And give staff the benefit of the doubt. They are skilled professionals and deserve to be treated as such."--John Finney, senior consultant, Watson Wyatt Worldwide, Southfield, Michigan

* Gain insight into why others do what they do. "Understand the personality and work style of your chief staff executive and be prepared to share your personality and preferred work style. Approach each other as partners and colleagues, not as subordinates or superiors. Use Myers-Briggs [the popular personality inventory] to identify where you are alike and different in how you approach issues and interact with people."--Finney

Get to know the rest of the staff, too. "Spend some time at headquarters meeting with staff and learning how the association works. This is not to micromanage but to prevent micromanaging."-Brenda Siler, director of public relations, American Speech-Language-Hearing Association, Rockville, Maryland

* Don't forget that cooperation cuts both ways. "Keep in mind the motto, 'Seek to understand and then to be understood.' "--Finney

TAKING CARE OF BUSINESS

* Get thoroughly acquainted with finances. Make a "detailed review of the association's business plan and goals along with financial status and future financial scenarios. If you have been a member of the existing board, then this may not be an in-depth session. But if you are being brought back on the board (as in my case), this will be a critical learning piece."--Siler

* Learn the relevant Internal Revenue Service rules. Know your association's tax-exempt designation and requirements to maintain the designation. The most common designations for associations are 501 (c) (3) for religious, charitable, scientific, public safety, and educational organizations; and 501 (c) (6) for business league, trade, and professional organizations. (See sidebar, "Categories of 501 (c) Tax-Exempt Organizations," for additional information.)

* Keep your eye on the most pressing issues. "Know the priorities on which the organization will focus for the year. Elected and staff leaders must be in alignment on this."--Dave Seifert, manager of strategic communication development, Hallmark Cards, Kansas City, Missouri 

* Recognize that strategic planning is not an event. It's an ongoing process.

KNOWING YOURSELF AND YOUR ASSOCIATION

* Appreciate what you bring to the table--your strengths and limitations as well as what you need to be successful. Every volunteer leader naturally relies on what makes them effective in their day jobs. Because leading an association is not the same as excelling in your profession or industry, you may require new perspectives and skills.

* Understand your association's culture. "Find out how things get done. Find out how members like to interact with leaders and each other. Understand how the association got to where it is today. Respect its history and use past experiences to build for the future. Finally, understand the process for making effective and lasting change within your association."--Finney

* Know the obligations and expectations of the association you lead and its affiliates and subsidiaries. Also be on the lookout for potential new partners. Refer them to the appropriate volunteer or staff member for further review.

* Learn big-picture facts about membership. Know the categories of members allowed in your bylaws.

Examine the profile of each member type. Keep an open mind to the possibility of new member categories to ensure relevance and competitiveness in the marketplace.

* Never forget that members, constituents, and customers are not "just like" board members. Of course you should bring to bear your front-line connection to and understanding of the profession, industry, or cause your association represents. But get a view of the association from the outside in, not just the inside out.

* Keep an eye on the competition of today and tomorrow. "Learn the future needs of your members' end-user audience (customers, business, etc.) ."--Charles Pizzo, principal of P.R. PR, New Orleans

PREPARING TO TAKE CHARGE

* Brush up on the association's positions on issues relevant to its mission. Know key messages so you're comfortable delivering them. And be aware of the hot spots every organization has in its past so you're prepared if they surface.

* Be sure to get the most from meetings. Also brush up on your facilitation skills so you can help the board engage both in effective dialogue and decision making (two distinct processes) at its meetings.

* Give feedback in the most appropriate way. "Praise publicly and provide constructive criticism privately."--Tom Ruddell, founder of Capstar Presentations, L.L.C., Dothan, Alabama

* Become the association's biggest fan. Be prepared to champion your association and your profession, industry, or cause as only you can. Have an assortment of personal-value stories ready to use with a variety of audiences, including the media.

THE FUN FACTOR

Don't forget to enjoy your term in office. Take your collective work seriously, but not yourself. Making the leadership experience enjoyable attracts future leaders and sets the stage for creativity and innovation. As Heron advises, "Leave a sweet taste in their mouths."

Elizabeth Allan, CAE, is president and CEO of the International Association of Business Communicators, San Francisco.

Categories of 501(c) Tax-Exempt Organizations

You will likely hear references to your association's tax-exempt status. The IRS Code created the 501(c) designations, which include:

* 501(c)(3)--religious, charitable, scientific, public safety, and educational organizations;

* 501(c)(4)--civic leagues or organizations established for the promotion of public welfare;

* 501(c)(5)--labor, agricultural, or horticultural organizations; and

* 501(c)(6)--business leagues, chambers of commerce, and boards of trade that are not organized for profit.

Note: A nonprofit association is required to maintain its nonprofit status by continuing to fulfill its nonprofit mission. If the association provides services and benefits that the IRS does not consider related to the association's nonprofit mission, the association will be required to pay unrelated business income tax, commonly known as UBIT. In extreme cases, an association's nonprofit status may be jeopardized. Consult with your chief staff executive regarding the association's IRS reporting procedures and whether the association's auditor sees a potential problem regarding the association's nonprofit status.