Mieux comprendre le rôle d’ambassadeur au sein des C.A. d’OBNL


Voici un article très intéressant sur l’importance d’utiliser certains membres de conseils d’OBNL comme « ambassadeurs » auprès de la communauté. Cet article, publié par R. Armstrong et S. Trillo de VISION Management Services, est basé sur une entrevue avec Lyn Baptist, présidente de la Fondation J.W. McConnell Family et experte dans la gestion des OBNL. L’article présente une typologie des rôles d’ambassadeurs sur des C.A. On y explique clairement ce que font les ambassadeurs et on y présente certains moyens à prendre pour rallumer la flamme de la passion.

Cet article sera assurément d’un grand intérêt pour les présidents de C.A. et les leaders dans le domaine de la gouvernance des OBNL.

Governing Beyond the Boardroom  |  Reigniting the Ambassadorial Role

2011 Board of Directors Retreat
2011 Board of Directors Retreat (Photo credit: sfbike)

« We interviewed Lyn about her ambassadorial approach to governance because of the impact she’s had. While the ambassadorial role is not new, it seems to have waned, despite the fact that many boards are populated by would-be ambassadors who are passionate, skilled and networked. Few organizations today seem to encourage or support board members to take on this valuable role.

In the start-up phase of an organization, many board members naturally assume an ambassadorial role. They reach out to friends, family, neighbours, and colleagues, driven by a passionate belief in a cause and a desire to act. Start-up phases are often characterized by few or no staff, and so board members do whatever it takes to build the organization. Not surprisingly, roles and responsibilities are rarely defined; and in the absence of an Executive Director (ED), board members connect to external stakeholders as a critical part of establishing and growing the organization.

Once the board succeeds in establishing the organization, they hire an ED to lead it. The ED takes on many of the roles formerly assumed by the board; and the ‘line’ between operations and governance is drawn. In the process, the board’s role is contained and its scope narrowed. While this has reduced the time commitment for busy board members, it has led to disengagement and dissatisfaction. Many board members comment that the governance work they’re asked to do does not leverage their skills and talents or engage their passion for the cause ».

5 huge mistakes startups make when choosing board members (venturebeat.com)