AKC Parent Club Governance J Charles Garvin M

AKC Parent Club Governance J. Charles Garvin, M. D. July 22, 2007

AKC Parent Club Governance 1. 2. 3. 4. 5. The Role of a Parent Club Characteristics of a Successful Parent Club Leadership Requirements Conflict Management Crisis Management

1. The Role of a Parent Club n What it is n What it does n Why it is necessary

AKC Statements n National specialty clubs (also called parent clubs) represent the fanciers of a single breed.

AKC Statements Every effective dog club n Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport n Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.

Member Club Requirements (1949) n The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… n Adequate protection of the individual against disciplinary measures

Member Club Requirements (1949) n Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members n Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.

AKC Statements n National specialty clubs (also called parent clubs) represent the fanciers of a single breed.

AKC Statements Every effective dog club n Is composed of members who love purebred dogs and their sport and can work together to serve the best interest of the dogs and the sport n Operates under an approved constitution and bylaws spelling out the orderly and democratic conduct of club business.

Member Club Requirements (1949) n The club will consist of a representative group…who have come together because of their common interest in dogs and dog events… n Adequate protection of the individual against disciplinary measures

Member Club Requirements (1949) n Assurance that club affairs cannot be arbitrarily managed for a few against the wishes of the members n Not a group of people who have only a casual interest and have been banded together by ambitious people and used as scenery.

2. Characteristics of a Successful Parent Club Represents n Work Together n Bylaws n Orderly n Democratic n Common Interests n Representative n Protection n Not Arbitrarily Managed for a Few n

Represent the fanciers of that breed n Provide a voice for the fanciers Ideas n Opinions n Priorities n Provide input to AKC n Essential foundation of AKC as a Club of Clubs n n Represent AKC to the fanciers of that breed

Work Together n Members mutual agree to the structure and implementation of the club governance n Club’s power to govern derives from the consent of the governed.

Governments are instituted among Men, deriving their just powers from the consent of the governed. U. S. Declaration of Independence, 1776

Bylaws A law or rule governing the internal affairs of an organization. n Inherent agreement of the members of the organization: the club will operate by the rules, rather than the whims of any individual, regardless of his or her title n n Rule of Law versus Rule of Man

Bylaws The Magna Carta (1215) established the principle that no one, not even the king, is above the law.

Orderly Roberts Rules – Parliamentary Procedure n Concepts more important than details n A set of rules for conduct at meetings n Allows every member to be heard n Makes decisions without confusion n Resolves conflicts n Protects rights of members n n Will of majority n Rights of minority

Democratic n Operates as a representative democracy Defined set of voters n Represent the broad fancy of that breed n n Direct Popular assembly n Membership wide ballot n n Indirect n Board of Directors

Democratic n American Kennel Club n Board of Directors n Delegates n n Member clubs Parent Club n Board of Directors n Members n Fancy

Common Interests n Conflicts are inherent in our sport Bench vs. field n Conformation vs. performance n Agility vs. Obedience n My breed vs. your breed n My type vs. your type n My dog vs. your dog n My opinions vs. your opinions n My faction vs. your faction n

Common Interests Love of the dog n Value of Pure-Bred Dog n Special love for the particular breed n Willingness to invest – to work for the benefit of that breed n n n Time, talent, energy, resources Willingness to put the best interest of the breed, the sport, the club and AKC above any personal interests.

Representative n In order to properly represent the fanciers of the breed, the parent club must be representative of the fanciers of that breed. n Not excessively exclusive n The more exclusive and restrictive, the less democratic and less representative

Representative n If there is a question of how does the fancy feel about an issue, can the club give a legitimate answer? I think n I think they think n The board voted n n IF the board is representative n The members voted n IF the membership is representative

Protection Adequate protection of the individual against disciplinary measures n Bill of Rights n Due Process n Laws and proceedings must be FAIR n Rules apply to all members equally n According to Rule of Law (not of man) n Procedures previously agreed to n

Protection n Club Constitution and Bylaws should provide that the accused is entitled to: Fair hearing n Impartial jurors/judges n Know the charges n Be present at the hearing n Be allowed to speak in own defense n Present witnesses n n AKC willing and able to help

Not for a few… n Club affairs cannot be arbitrarily managed for a few against the wishes of the members n No monarchs, dictators, emperors, kings, czars, or equivalent n Appropriate checks and balances in your clubs organization.

Not for a few… n James Surowiecki : “Under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them. ”

Not for a few… n The better the voting process, the more valid and reliable the result. n The more well informed independent minds involved in the decision, the better quality the decision The Wisdom of Crowds , James Surkowiecki, 2004

3. Leadership Requirements Credibility n Integrity n Delegation n Humility n

Credibility n Trustworthy Tell the truth n Say what you mean n Do what you say you will do n n Expertise Know the breed n Know the club n Know the territory n n History of Success

Credibility Who would you rather have lead your club?

Credibility Baghdad Bob Walter Cronkite

Integrity Firm adherence to a code of moral values n Always try to do right, even in tough circumstances n Consistency, predictability n

Integrity Who would you rather have lead your club?

Integrity Enron Executives Abe Lincoln

Delegation Club Leader cannot do everything! n Classic management dilemma n n How much to delegate n Authority n Autonomy n Accountability Willingness to let others decide and act n Tolerance for imperfection n

Delegation Organizational Structure n Dalmatian Club of America n 950 members n 1 President n 9 Board members n 35 Committees and study groups n 130 Committee members n n Board Liaison

Delegation n Board Liaison – each board member is assigned to 3 to 5 committees Works with each committee chair n Reports to the President n Encourages timely, relevant reports n At board meetings, presents the reports and advocates for their committees n Facilitates dialog between the committees and the board n

Delegation Jim Collins, 2001 Studies and explains the traits of leaders who transform good organizations into great ones

Delegation "We expected that good-to-great leaders would begin by setting a new vision and strategy" "We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seat—and then they figured out where to drive it. " Jim Collins, “Good to Great” 2001

Humility Importance for success n Rare trait in our world of competitive dog sports n Requires a willingness and desire to improve – both you and your club n Better with help of others n Better next year n

Humility David Packard, Founder HP “You shouldn't gloat about anything you've done; you ought to keep going and find something better to do. ” n Patrick Daniel, CEO Enbridge “I have learned through the lives of great leaders, that greatness comes from humility and being at times, self-effacing. ” n Good to Great, Jim Collins, 2001

Humility Who would you rather have lead your club?

Humility Trump Gandhi

4. Conflict Management

Conflicts are Inherent in our Sport

Regardless of the type of club or governance system of the club

Conflict is Always Present Not necessarily a bad thing n Better to embrace conflict and manage it, rather than avoid it. n Shows that members are engaged n Many other important issues can be uncovered n A well debated and discussed decision is n n A better decision n Better accepted by the members

Many Ways to Manage Conflicts My example – Dalmatian Club of America We have had experience in many areas of conflict: n Disney Effect n Backcross Project n Euthanasia Policy n Blue Eyes n Sweepstakes Elimination n Indoor vs. Outdoor Specialty n

Goal: Resolution that combines the best elements from both sides Prepare for conflict n Identify issues n Elicit solutions n Examine potential solutions n Organized discussions n Acceptable decision making process n Communicate the result n Embrace criticism n

Prepare for Conflict Logical Organizational Structure n Establish Credibility n Create Culture and Atmosphere n Discussion is encouraged n Disagree without being disagreeable n Decisions are well defined and communicated n Properly processed decisions are accepted n

Identify Issues n Stated Issues versus Underlying Issues n Frequently sub-plot beneath the surface Understand the Priorities of the Parties n Are the presenters truly representative of those who have the concerns? n Get all the issues out on the table before trying to solve any one issue n

Elicit Solutions Complaining without a suggested solution is a definition of WHINNING n Ask “What is your proposed solution? ” n Classic Brainstorming: Ideas are elicited without evaluation of their merit n Be looking to extract best elements of each proposal n Get all the ideas out before evaluating n

Examine Potential Solutions What is the best aspect of this proposal? n What is the worst thing that could happen if this were adopted? n In what way is this considered Fair? n How could this proposal be improved? n Etc. n

Organized Discussions n Civil discussion benefits from planned approach Forum – board meeting, membership meeting, discussion session, Internet n Format – official meeting, briefing, Q & A n Timing – critical judgment call Frequently good to let discussion play out n Be sure to also involve members who are neutral n Recognize and disclose your own biases and prejudices n

Organized Discussion Genesis of conflict is often misunderstanding Literally, one side does not understand: n What the other side is saying n What they mean n What their priorities are n n Your job is to make sure that what is said is understood n Give everyone a chance to participate

Acceptable Decision Making Process The plan for deliberations is understood and agreeable n It is clear who is making the decision n Board of Directors n Membership n Others – committee chair, show chair, President n n The timetable for making the decision is clear

Acceptable Decision Making Process The actual decision depends on the specific facts, circumstances and who makes the decision n The quality of the decision is frequently determined by the process n Ask for help when needed – other clubs, AKC n Compromise solutions are often best, but not always possible n n “This time we’ll do it his way, next time your way”

Acceptable Decision Making Process n When no solution seems possible: Go Back to Common Interests Start with what basic things the parties CAN agree on n Big picture or Higher Plane n n One principle that almost everyone agrees on, and can be used as the final arbiter: Majority Rules

Communicate the Result n Let all the members know, as soon as practical: What was decided n Why that choice was made n That other alternatives were given fair consideration n n Document what happened – minutes, newsletter Template for future decisions n Likely need to look it up in the future n n Opportunity to thank those who participated n Strengthens the club for future battles

Embrace Criticism Regardless of the Resolution, there will always be critics n Criticism is valuable to you and the club n Shows the person is engaged in the process n The critic may be right – or some component n Can learn from the style of the critic n Toughen your skin n Occasionally the critic makes a fool of himself n

5. Crisis Management Be prepared for the next crisis n Define the issues n Separate facts from emotions n Consider many alternatives n Involve others n Decision making algorithm n Remember the big picture n Report and document n

Be Prepared for the Next Crisis n Pre-established lines of delegation n n Know your players “on the bus” n n A committee for every crisis Their abilities, willingness, availability Your job is to know the answer to the key question:

Who ya gonna call?

Define the Issues Situational analysis n Time Frame – how much time do you really have? n Who will make the decision? n Who will take the required action? n

Separate Facts From Emotion A crisis can be an exciting adrenaline rush n Beware the panic of Chicken Little n n If we don’t do anything right now, what is the worst that can happen? n Your job is to be cool, calm, efficient, decisive

Consider Many Alternatives n Beware the tendency of the “knee jerk” reaction n A spinal reflex that involves no participation of the brain n Always time for an open mind n May be an opportunity to try a new approach n Built in excuse in case it doesn’t work

Involve Others Look for new ideas and old experiences n Ask for help – advisors, other clubs, AKC, Internet – PCC list n n n Remember those who feel they should be asked, even if you think their input is not valuable When you explain situation to others, you can get a better understanding

Decision Making Algorithm n Similar to normal procedure, but faster and more efficient n n Usually fewer people involved Decisions AND Actions Fix the problem first n Then go back and clean up the details n

Remember the Big Picture

Report and Document Use the crisis as an educational opportunity n Have a full report compiled n Report to the club membership n There will be another crisis n Your job is to have your club be better prepared for the next crisis n

Summary and Review The Role of a Parent Club n Characteristics of a Successful Parent Club n Leadership Requirements n Conflict Management n Crisis Management n

Good Luck and Thank you