LEAD Program
In September 2008, NCG’s western corridor launched a new service for directors and managers of co-ops. This program, called “LEAD” (Leadership Effectiveness and Development), was aimed at supporting board effectiveness, continued professional development, and networking among co-op board members in the western corridor. As of spring 2010, the western corridor made this program available to all co-op directors at no cost.
Through mid-2016, the program involved electronic publication of a quarterly resource guide called the LEADer. Each issue of the LEADer focused on a specific topic area and offered two or three short articles on aspects of that topic. Some topics were covered based on request and to answer questions submitted by readers. The LEADer then also provided a study guide on the topic consisting of a series of questions or activities in the topic area for the board or a group of directors to use in adapting and making improvements in the topic area.
We think many of the past issues will still be of interest for ongoing reference. Issues, as well as a short description of the topic, are listed below, in the order of most recently published first.
The content of the LEADer and all LEAD program activities was directed by NCG’s Board Effectiveness Support Team (BEST) – an advisory group of co-op leaders (managers and directors).
For information about past issues of the LEADer or about National Co+op Grocers and its quarterly newsletter for co-op boards of directors (launched in mid-2017), contact Karen Zimbelman.
• updated June 30, 2017
LEADer #31 - 2016 SpringBuilding Alignment for Change When co-ops want to fully actualize the cooperative business model, with direct member ownership and control at its core, they need to be thoughtful and strategic about keeping members informed about their co-op. And in these times of change, when co-ops need to carefully review and change their operational practices and systems, they will want to be honest and open with members about why changes may be needed. Co-ops may find value in helping members understand the potential impact to the co-op of changing market conditions. When… more… |
LEADer #30 - 2016 WinterRetreats for Impact! The list of important topics for board members to consider and devote time to far exceeds the time available in regular board meetings. Routine reports to monitor the co-op's status and progress in achieving current goals can quickly fill meetings and leave limited time for deeper discussions. Board retreats are a useful tool for the thoughtful board. They provide an important opportunity to step away from regular demands and agendas and allow for thoughtful, considered, and in-depth conversations. Without devoting this kind of time, boards… more… |
LEADer #29 - 2015 FallDealing with a Downturn We hope it never happens to your co-op. But downturns do happen, especially when the co-op is growing and doing its best to serve an expanding membership. Yet fear of things not working perfectly as planned is also not a good way to operate. In this issue, we look at how boards can and have dealt with a downturn - that is, a negative trend in the co-op's performance. This could be sales growth drop, not meeting projections, decrease in cash or other indicator due to various factors. We have three articles all fully grounded in co-op… more… |
LEADer #28 - 2015 SummerCo-op Succession Planning Listen up! It's as inevitable as the start of a new fiscal year. Our entire food co-op system is facing a wave of top management turnover in the next five to ten years and the board must start planning and preparing for this now! Your co-op's GM may be getting ready to retire. Or your co-0p's GM may be attracted to move to another co-op after a long-term GM retires. Now is the time to start preparing. Don't put this off! In this issue, we offer a number of tangible, practical suggestions to help a board begin the crucial conversations… more… |
LEADer #27 - 2015 SpringA Deeper Dive into Co-op Finances There’s a wealth of information available through your co-op’s financial statements. However, all too often directors skim over the statements or don’t know how to even approach this daunting compilation of data. In this issue we take a “deeper dive” beyond the basics, which were covered in our Winter 2010 issue. This issue covers cash flow, comparison reports, financial strategy, and capital budgets. There’s a wealth of information available through your co-op’s financial statements. However, all too often directors… more… |
LEADer #26 - 2015 WinterThe Board's Job: A Collection of the BEST What exactly is the board's job? What are the main areas of responsibility for the co-op director? This issue is intended to provide a starting point for new board members to better understand the duties and scope of work for the co-op board and individual directors. It's a common dilemma - what do you give the new board member to help him or her better understand this big job? We found relatively few good collections that provide this initial and comprehensive overview. So we decided to bring together a… more… |
LEADer #25 - 2014 FallGreat Governance: Annual Meetings Annual meetings are a given for incorporated cooperatives. But they can be so much more than a perfunctory corporate requirement. This issue looks at why we want to have an annual meeting, some options for different ways to make them fruitful and fun, as well as some ideas from one co-op about how they do it. The co-op annual meeting can be a fun, dynamic, and effective expression of the co-op's democratic structure. Annual meetings can help members better understand their co-op, and can help the co-op better… more… |
LEADer #24 - 2014 SummerBoards That Make a Difference Board members often wonder, or even doubt, whether they are being effective or making a difference. This issue takes a look at exactly how boards can contribute in positive ways to their co-ops. Everyone on the BEST agrees - co-ops that have the most meaningful and positive impact in their communities are those where the board is contributing in positive ways to the co-op's success. We discussed just how with a variety of co-op leaders and they all… more… |
LEADer #23 - 2014 SpringStealing Second Base: Considering Risky Issues for the Co-op Being a co-op board member means making business decisions, and making business decisions means embracing the risks that come with them. In this issue, we offer four articles to help directors embrace the risk that comes with the job and to provide guidance on handling risky decisions. The study guide offers a series of questions and scenarios for discussion, along with some pointers on how to have discussions about "risky" topics. For co-ops to have meaningful impact in their communities,… more… |
LEADer #22 - 2014 WinterAdventures in Transparency-land: Balancing Democratic Control with Business Realities Our co-ops are fully committed to democratic control by members. Yet at the same time, boards need to manage business information in a way that is responsible to the co-op's business interests and partners, as well. In this issue, we offer four short articles on this topic as well as a study guide of scenarios that can help guide the board's discussions and policy. Democratic control of the co-op by members is an inviolate cornerstone of what makes co-ops different… more… |
LEADer #21 - 2013 FallRecruiting for Excellence Recruiting board members is a critical function for the co-op's long-term success and continued board effectiveness. This issue includes four short articles to inspire improvements in your board nominations and recruitment process. The study guide provides a checklist of responsibilities for an effective board nominating committee. Recruiting new board members provides dedicated co-op directors their ultimate “legacy” opportunity. While boards may delegate the work of handling recruitment, nominations, and… more… |
LEADer #20 - 2013 SummerExpanding the Conversation NCGA invited board leaders to join its designated representatives (GMs or other primary liaison) at its spring 2013 meeting in St. Paul to discuss the future of co-ops and our food co-op sector. This issue is designed to help those who attended that meeting "expand the conversation" – to take the ideas and topics discussed back to their local co-op's board and leadership team for consideration and broader discussion. Painting a Compelling Picture for Growth - Gail Graham |
LEADer #19 - 2013 SpringCan We Be Agile? The International Year of Cooperatives is now past. Co-ops now have an opportunity to show what a superior economic model and alternative they offer. To do so, we need agile, dynamic, and successful co-op businesses. In this issue we share some recent research about the need for co-ops to address a key weakness - business agility - and some thoughts on what this can mean for food co-ops. This Issue: Can We Be Agile? |
LEADer #18 - 2013 WinterBe Ready for Those Growth Opportunities: Building a Culture of Growth Five stories and lessons learned from co-ops’ experiences with growth: Community Food Co-op of Bozeman; La Montanita of Albuquerque, Santa Fe and Gallup; Sacramento Co-op; Great Basin Community Food Co-op; and First Alternative of Corvallis. And then three sets of questions to help your board envision a future for your co-op. As co-op leaders, we have to think about the longer-term future of our co-ops and the system that supports and contributes to the success of co-ops. We have to… more… |
LEADer #17 - 2012 FallPower for the Co-op and Its Leaders How do boards balance the power of their position and the need to be decisive and take action, with a deep commitment to co-op values? We offer thoughts and discussion questions on what power means, where power resides, and how your board embraces its power in a healthy, productive manner. This Issue: Power for the Co-op and Its Leaders |
LEADer #16 - 2012 SummerGrow That Co-op! Why is growth important for your co-op? Food for thought and questions to discuss as your board considers deciding what your co-op’s growth strategy is. What is your co-op’s growth strategy? Are you thinking about what you want to achieve in terms of growth? What would help your board consider these questions and contribute to a constructive and informed strategy for your co-op? The topic for this issue was inspired by a presentation made by C.E. Pugh, NCGA’s Chief Operating Officer, at the western regional board training… more… |
LEADer #15 - 2012 SpringWhy Co-op, After All? Why are our stores structured as co-ops? Is this structure still important? Relevant? An asset to our organizations? This Issue: Why Co-op, After All? In this issue, hope to enhance the understanding of co-op leaders in our co-op identity, and initiate a conversation about the legacy, promise, and potential of cooperatives. In this, the United Nation’s International Year of… more… |
LEADer #14 - 2012 WinterThe Role and Potential of Board Committees We hardly ever hear about a board without also hearing about its committees. Why is this? Why do boards use committees? And what can board do to make better use of their committees? We hardly ever hear about a board without also hearing about its committees. Why is this? Why do boards use committees? And what can board do to make better use of their committees? In this issue, we aim to provide an overview of key guidelines to ensure that your board’s committees are effective and contribute to the board and… more… |
LEADer #13 - 2011 FallAre Your Ready: A Director's Guide to Dealing with a Co-op Crisis Build agreements in advance so you’re prepared when a crisis hits. We hope it never happens to you. But if a crisis situation develops at your co-op, you’ll want to be prepared and the co-op will fare better if the board has some agreements in advance about how to communicate and manage such situations. We provide some general guidelines for the kinds of situations that could erupt and require board involvement (as well as those that may not require board involvement). We hope this… more… |
LEADer #12 - 2011 SummerBringing Strategic Thinking to Your Co-op Thinking strategically and specifically looking at co-op demographic trends One of the most significant ways that boards can contribute to their co-ops is to help shape a clear direction and strategy. Instead of guidelines on how to go through a strategic planning process, this issue is focused on how the board can contribute to the co-op’s capacity at strategic thinking through an on-going process. To do this, we offer one specific strategic issue that is critical to the future of all food… more… |
LEADer #11 - 2011 SpringEvaluating the Co-op GM The art and science of effective GM evaluations. There are few more important tasks for the co-op board than hiring the general manager and providing feedback on his or her job performance. In this issue we offer some general guidelines that can help you and your board design and manage a constructive GM evaluation process. The GM evaluation can involve many side issues, including goal setting, compensation negotiation, dealing with unsatisfactory performance, and others. We don’t cover all of these ancillary topics in this… more… |
LEADer #10 - 2010 WinterHealthy Food, Healthy Finances Understanding financials and the 8 key indicators for boards to monitor Monitoring financial statements comes with the job of being on a co-op board. Whether you relish the quarterly review of the financial statements, dread that agenda item, or couldn’t care less, it is an important board responsibility. This issue of LEADer provides an overview on how to better fulfill this board duty. For those not yet fluent in financial analysis, we offer tips on what to focus on, as well as an explanation of the eight… more… |
LEADer #09 - 2010 FallStart 'Em Out Right: New Director Orientation Orientation for new directors and for building board cohesion on an ongoing basis. Getting new directors up to speed requires thoughtful planning and a dedicated effort by all board members. No one disputes that board orientations are important, but between director turnover and the time consumed by regular board work, orientations are susceptible to inconsistent practices at best and benign neglect at worst. This issue of LEADer deals with two aspects of orienting new directors. The first is… more… |
LEADer #08 - 2010 SummerYour Board's Culture: No Pain, No Gain? What is board culture and how does it contribute to effectiveness Every co-op board is, by its very nature, a microcosm of your community and the various interest groups that make up any multi-stakeholder group. Knowing and understanding the dynamics that are at play in such a group are key to effective board governance. In this issue, we look at the third element that contributes to a high-functioning board – the board’s culture. (In the prior issue, we looked at two other elements – the board’s systems and… more… |
LEADer #07 - 2010 SpringEnhancing Board Effectiveness Assessing board effectiveness and systems to support improvements Three elements contribute to a high-functioning board: the systems the board uses, how the board fulfills its role, as well as the culture of the board. By themselves, none make a board effective; all need attention to really help the board “fire on all cylinders.” In this issue, we look at the first two areas – systems and how the board does its job. Our next issue will discuss the issue of board culture and how to improve in that realm. … more… |
LEADer #06 - 2009 WinterFocus on Board Retreats Guidelines and tips for productive board retreats. This Issue: Recharge. Refocus. Retreat We continue our new study guide approach with this issue – focused on the subject of planning and holding successful board retreats. How do you plan them? What does it take to hold a productive and successful retreat? How do you organize the time? What do you do to implement and follow-up your retreats? In this issue of the LEADer we offer several articles to provoke your thinking and then a study guide to help you plan your… more… |
LEADer #05 - 2009 FallFocus on Member Linkage A deeper look at member linkage and our first issue to offer a “study guide” to help guide board discussions and further study We are changing our approach with this issue of the LEADer. Find out why and review our suggestions for how you and your board can now use the LEADer to engage in discussions that will help you assess and plan for improvements in specific areas of board performance. Who’s Minding the Members? – Philip Buri |
LEADer #04 - 2009 SummerFocus on Board Decision Making Options and tips for helping board clarify who decides and how to make decisions productively Garlic and the Universe are Simple – It’s Board Decision Making That Can Be Complicated –Cindy Owings “A board decision-making process could be compared to growing garlic. Both endeavors require sitting with the elements over a period of time to bring about fruition or desired outcomes.” That’s a Good Question! – Marcia Shaw |
LEADer #03 - 2009 SpringFocus on Board Leadership Thoughts and suggestions on how boards can provide leadership and live up to key principles of good leadership Leading From the Middle – Marcia Shaw “Since an out-in-front leader is not usually appropriate for the co-op board, leading from the middle is a better option. Middle-distance leaders listen more than they talk. They pay attention to process and sense the center of board opinion.” Good Grief! Did He Really Do That? – Cindy Owings and Martha Whitman… more… |
LEADer #02 - 2008 WinterFocus on Board/GM Relations Building a strong board/GM partnershipBecoming a Great Boss – Martha Whitman and Philip Buri What It Means to Have a New Boss Every Year: The GM View – Michele Adams |
LEADer #01 - 2008 FallFocus on Member Linkage How can boards better fulfill their responsibility to “link” with members?Strengthening the Dialogue – Martha Whitman Works for us: Breakfast with the Board – … more… |
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