board-management relationship

Managing Co-op Financials During and After a Pandemic

By |2020-05-20T21:39:34+00:00May 11th, 2020|Develop Your Leaders|

How can co-op operations leaders begin to be innovative about what it will take to manage finances wisely during and after the COVID-19 pandemic – whatever “after” will look like? No one can accurately predict what the future of the co-op grocery world will look like, but Columinate consultants are on the leading edge of figuring out what can stay the same and what [...]

Supporting Your GM During a Pandemic

By |2020-05-01T16:33:57+00:00April 30th, 2020|Develop Your Leaders|

How can a Board and individual directors support their GM during a pandemic (or other crises)? Most of what you will find here will be generally useful even in “normal” times. During times of great crisis, these guidelines become even more important.   Stay steady. Continue with your existing board work plan and responsibilities -- except when it makes sense to make exceptions. Stay [...]

Discussion and Process Guide for GM Evaluation

By |2019-11-14T21:05:00+00:00November 14th, 2019|Develop Your Leaders|

This discussion guide is meant to accompany the process for Evaluating the General Manager  described in the Cooperative Grocer article published in July/August 2009. Please review article that before implementing this guide. This process is based on CBLD Policy Template D4 Evaluating the GM. If your board has a different policy, be sure to follow the policy you have. Under Policy Governance the board [...]

Hiring a General Manager

By |2019-09-06T23:28:39+00:00July 18th, 2019|Build Workplace Culture|

Updated in 2017-18, this manual is the result of a collaboration between Columinate and National Co+op Grocers. It guides boards of directors of food cooperatives through the steps needed to ensure a clear and professional process, resulting in the hiring of a well-qualified manager. Those steps are: Arrange for interim management Set up a committee to coordinate the hiring process (the Search Committee) Define [...]

Good Governance Makes Community Stronger

By |2019-09-09T16:09:29+00:00December 12th, 2018|Develop Your Leaders|

Maple City Market Goshen, IN Year founded: 1976 Membership investment: $100 Number of members: 3,000 Number of employees: 25 Recently, Goshen, Indiana was named “Community of the Year” by the state’s Chamber of Commerce. For many years, this northern Indiana town on the border of Michigan held many undiscovered charms. No longer. It’s an increasingly diverse town recognized for its civic pride, hosting many [...]

Using Monitoring Reports to Ensure Organizational Alignment

By |2019-09-09T15:43:39+00:00September 12th, 2018|Develop Your Leaders|

The Board’s Job Creating board policies is no easy task. Clearly articulating the board’s expectations of a general manager takes a lot of energy and focus—so boards can justifiably congratulate themselves once they’ve written down their expectations in a way that a manager can easily understand. But the board’s work doesn’t end there. Many boards, once they’ve created their policies and learned to empower—rather [...]

Generating Board and GM Efficiency through Monitoring

By |2019-09-10T20:11:11+00:00September 12th, 2018|Develop Your Leaders|

Medford Food Co-op Medford, OR Year founded: 2011 Member investment: $100 Number of members: 3,200 Number of employees: 35 Retail square footage: 4,300 + 700 off-site café When Anne Carter came to Medford Food Co-op in Medford, Oregon, the startup co-op had been open for two years and was still establishing its operations and governance. Their internal situation was mirrored in the community-at-large. Medford [...]

Skills for Building the Board-General Manager Relationship

By |2019-09-07T01:15:23+00:00August 9th, 2017|Develop Your Leaders|

There is nothing more fundamental to cooperative governance than the board-GM relationship. After all, the entire leadership of the co-op rests on how the board and the general manager work together in their respective roles, which are unique and non-redundant. The work that the board must do to lead and execute its board duties is not the same work that the general manager must [...]

Understanding the Meaning of “Speaking With One Voice”

By |2019-09-07T00:55:22+00:00May 6th, 2017|Develop Your Leaders|

By Michael Healy 189 March-April 2017 Boards of directors regularly struggle with the concept of “speaking with one voice”— primarily because the concept has a dual meaning. Within the context of Policy Governance, which many food co-op boards use, the principle of board holism is sometimes described as “speaking with one voice.” However, the same term is also used to describe or prescribe how [...]

Good Reporting: Helping boards understand workplace conditions

By |2019-09-07T00:04:13+00:00May 4th, 2016|Develop Your Leaders|

By Michael Healy 184 May-June 2016 Co-ops bring to life their member-owners’ common values, and for most co-ops these include a desire for the co-op to be a great workplace. In the event that your co-op’s board of directors hears employees assert that something is amiss in the workplace, how will the board react? One end of the range of options often involves the [...]