| Ten ways you can be a better executive director |
|
Serving as the executive
director of a bar association is exciting, interesting, challenging,
and educational
albeit sometimes frustrating and stressful. I offer a few "tips" that
have helped me survive (and, I like to believe, thrive) as a bar
executive. • It is the members' association, not yours. Never lose sight of who governs the organization. The members/leadership are the decision makers and the customers. The bar exec is trusted and respected for his or her knowledge, experience and advice but the final say and control belongs to the membership. •Decide which ditch you want to die in; there aren't many. Sometimes, despite all the good advice, warnings and comprehensive information you have provided, a board will decide to pursue an idea/project that you are opposed to or you are convinced will fail. Unless there are serious ethical issues or the idea/project will critically impact the organization's financial strength, let it go. Once a decision is made, do your best to ensure the project finds success. Becoming at odds with the Board or a Board member rarely works to your advantage. If it comes down to choosing between you and supporting other board members, the board members will stick together. (Credit belongs to former Tennessee Bar Exec Gil Campbell for this tip!) • Never hide the ball. Honesty and openness is always the best approach. In addition to what board members need to know to govern the organization, inform the board about any issue that may escalate or they may become aware of through other sources. If a mistake is made, take responsibility; then explain how you resolved the situation. Trust is critical in your relationship with the board. •Keep your eye on the prize. Or, we can't keep all the toys. Make decisions based on what is best for the profession and your members. As best you can, keep personalities and politics out of decision-making. Some choices are not the easiest for the staff or even the most financially viable. Taking the high road will work to your advantage. People will trust you and want to work with your organization if they know you make fair, consistent and objective decisions. •Do your homework. Provide board members with more information that you think they need to make a decision. My experience is that the more facts, figures, pros and cons you provide the quicker the board makes a decision. Half-baked ideas generally cause a board to have one of those long painful discussions that results in no decision because it didn't have enough information (boards love to speculate about things they don't know). •Change is good (and inevitable). What I find most interesting and exciting about bar association work is the variety. We are constantly researching new ideas, planning new programs, solving problems as well as improving what we already do. The membership expects and appreciates that the bar adjusts to the times and to its needs. •Be a "what about" person. Ask questions about new ideas, programs, or procedures. I view my role as making sure that for every new idea we know the how's, why's and what's as well as the benefits and potential negative consequences. Lawyers are a diverse group; we must do our best to anticipate the reactions of and impact on the members. Also, make sure you have a "what about" person for your ideas. •Hire good people; trust them to do the job. You are as good as those around you. You can provide leadership, direction, goals, objectives and expectations. A right result can be approached in many ways; let others help to determine how best to achieve the organization's goals and objectives. •Keep your perspective. Perspective defines people's view of the world; maintain an optimistic perspective. Don't take yourself, or any given problem or issue too seriously. Try not to hold a grudge. Make decisions based on what information you have and then don't dwell on it. If you misstep, deal with it and move on. • Have fun. We have the opportunity to make a difference in people's lives and to work with the best and brightest of the legal profession. Past board members are among those individuals for which I have the most trust and respect; many are also dear friends. Appreciate and enjoy the people you work with, and the work you do. As I can still say when asked about my work: I have a great job. |