AKC Parent Club Governance

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AKC Parent Club Governance

• J. Charles Garvin, M.D.
• July 22, 2007

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AKC Parent Club Governance

• The Role of a Parent Club
• Characteristics of a Successful Parent Club
• Leadership Requirements
• Conflict Management
• Crisis Management

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1. The Role of a Parent Club

• What it is
• What it does
• Why it is necessary

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AKC Statements

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

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AKC Statements

• Every effective dog club
• 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
• Operates under an approved constitution and
  bylaws spelling out the orderly and democratic
  conduct of club business.

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Member Club Requirements (1949)

• The club will consist of a representative
  groupwho have come together because of their
  common interest in dogs and dog events
• Adequate protection of the individual against
  disciplinary measures

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Member Club Requirements (1949)

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

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AKC Statements

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

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AKC Statements

• Every effective dog club
• 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
• Operates under an approved constitution and
  bylaws spelling out the orderly and democratic
  conduct of club business.

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Member Club Requirements (1949)

• The club will consist of a representative
  groupwho have come together because of their
  common interest in dogs and dog events
• Adequate protection of the individual against
  disciplinary measures

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Member Club Requirements (1949)

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

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2. Characteristics of a Successful Parent Club

• Represents
• Work Together
• Bylaws
• Orderly
• Democratic

• Common Interests
• Representative
• Protection
• Not Arbitrarily Managed for a Few

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Represent the fanciers of that breed

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

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Work Together

• Members mutual agree to the structure and
  implementation of the club governance
• Clubs power to govern derives from the consent
  of the governed.

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

• A law or rule governing the internal affairs of
  an organization.
• 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
• Rule of Law versus Rule of Man

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Bylaws

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

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Orderly

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

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Democratic

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

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Democratic

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

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Common Interests

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

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Common Interests

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

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Representative

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

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Representative

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

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Protection

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

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Protection

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

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Not for a few

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

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Not for a few

• James Surowiecki
• Under the right circumstances, groups are
  remarkably intelligent, and are often smarter
  than the smartest people in them.

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Not for a few

• The better the voting process, the more valid and
  reliable the result.
• The more well informed independent minds involved
  in the decision, the better quality the decision
• The Wisdom of Crowds , James Surkowiecki, 2004

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3. Leadership Requirements

• Credibility
• Integrity
• Delegation
• Humility

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Credibility

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

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Credibility

• Who would you rather have lead your club?

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Credibility
Baghdad Bob
Walter Cronkite
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Integrity

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

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Integrity

• Who would you rather have lead your club?

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Integrity
Abe Lincoln
Enron Executives
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Delegation

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

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Delegation

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

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Delegation

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

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Delegation

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

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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 seatand then
  they figured out where to drive it."
• Jim Collins, Good to Great 2001

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Humility

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

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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.
• Patrick Daniel, CEO Enbridge
• I have learned through the lives of great
  leaders, that greatness comes from humility and
  being at times, self-effacing.
• Good to Great, Jim Collins, 2001

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Humility

• Who would you rather have lead your club?

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Humility
Trump
Gandhi
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4. Conflict Management
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Conflicts are Inherent in our Sport
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Regardless of the type of club or governance
system of the club
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Conflict is Always Present

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

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Many Ways to Manage Conflicts

• My example Dalmatian Club of America
• We have had experience in many areas of conflict
• Disney Effect
• Backcross Project
• Euthanasia Policy
• Blue Eyes
• Sweepstakes Elimination
• Indoor vs. Outdoor Specialty

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Goal Resolution that combines the best elements
from both sides

• Prepare for conflict
• Identify issues
• Elicit solutions
• Examine potential solutions
• Organized discussions
• Acceptable decision making process
• Communicate the result
• Embrace criticism

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Prepare for Conflict

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

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Identify Issues

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

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Elicit Solutions

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

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Examine Potential Solutions

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

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Organized Discussions

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

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Organized Discussion

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

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Acceptable Decision Making Process

• The plan for deliberations is understood and
  agreeable
• It is clear who is making the decision
• Board of Directors
• Membership
• Others committee chair, show chair, President
• The timetable for making the decision is clear

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Acceptable Decision Making Process

• The actual decision depends on the specific
  facts, circumstances and who makes the decision
• The quality of the decision is frequently
  determined by the process
• Ask for help when needed other clubs, AKC
• Compromise solutions are often best, but not
  always possible
• This time well do it his way, next time your
  way

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Acceptable Decision Making Process

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

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Communicate the Result

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

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Embrace Criticism

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

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5. Crisis Management

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

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Be Prepared for the Next Crisis

• Pre-established lines of delegation
• A committee for every crisis
• Know your players on the bus
• Their abilities, willingness, availability
• Your job is to know the answer to the key
  question

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Who ya gonna call?
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Define the Issues

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

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Separate Facts From Emotion

• A crisis can be an exciting adrenaline rush
• Beware the panic of Chicken Little
• If we dont do anything right now, what is the
  worst that can happen?
• Your job is to be cool, calm, efficient, decisive

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Consider Many Alternatives

• Beware the tendency of the knee jerk reaction
• A spinal reflex that involves no participation of
  the brain
• Always time for an open mind
• May be an opportunity to try a new approach
• Built in excuse in case it doesnt work

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Involve Others

• Look for new ideas and old experiences
• Ask for help advisors, other clubs, AKC,
  Internet PCC list
• 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

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Decision Making Algorithm

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

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Remember the Big Picture
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Report and Document

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

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Summary and Review

• The Role of a Parent Club
• Characteristics of a Successful Parent Club
• Leadership Requirements
• Conflict Management
• Crisis Management

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Good Luck and Thank you