Kimberly Camillo
by Kimberly Camillo
Kimberly Camillo serves as Director of Business Development at Cavitch Familo & Durkin. She is an independent contractor and co-owner of Vantage Point 360, LLC. Contact Kimberly.
In business, we have all learned to identify our strengths as well as our weaknesses. If we are good in one particular area, we know we should focus our time doing those things for which we are best suited. If we know a particular area is a weakness, seeking others who have that skill set as a strength is prudent. The same can be applied in selecting an appropriate position on a board. Not all positions are for everyone. Identify those that play to your strengths and spend time serving on those committees. The organisation will benefit by time well spent and you can reap the benefits of helping your organisation reach its goals and true potential.
If you are uncertain what role might be best, try serving on a few different committees to get the feel for the type of work required and decide which is a good fit. Sometimes exploring various opportunities opens the door to an avenue you might not otherwise have considered.
Once you have identified your niche in helping the organisation grow, nurture and support fellow board members. If you see someone struggling with their role, reach out and offer assistance. Remember, publicly singling out a fellow member for lack of committee progress is never beneficial. It can actually jeopardise the stability and health of the entire board, stunting growth and progress. Always keep in mind that these are volunteer positions and you never know what your fellow board member may be experiencing in their life professionally or personally that may be taking their attention away from their board obligations.
Finally, cultivating a sense of comradery amongst members can be a very important facet of board evolution. It can be a wise investment of time for members to gather in a relaxed, social environment. Meeting for dinner, coffee, or drinks, can go a long way in board cohesion and advancement. This can occur before or after a meeting or at a completely separate planned time, but take advantage of the opportunity. These types of encounters encourage a more fluid working relationship. It serves to instil the realisation that each individual sitting with you at a meeting also has a career, a family, added responsibilities at home and work, and other life challenges. With over 20 years of experience working with dozens of boards, I have learned that those who take the time to get to know one another outside the organisation prove to become the most effective and productive leadership teams.
A successful board not only advances the mission of the organisation; it cultivates and enhances the lives of its members.
GGI member firmCavitch Familo & Durkin, Co., L.P.A.Cleveland (OH), USAT: +1 216 621 7860
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