By Joel Kopischke #187 Nov.-Dec 2016 There is no shortage of stressors for people involved in co-ops today. With challenging economic and political conditions added to the hustle and bustle of modern life, topped off with a seeming deterioration of interpersonal communication and growing polarization of personal beliefs, it’s more [...]
Use Joel K's quick and easy method for debriefing any event with your board in order to make sure the wisdom and connections you gained can be shared with your entire board.
By Joel Kopischke 167 July-August 2013 “SERVANT AND LEADER. Can these two roles be fused in one real person, in all levels of status or calling? If so, can that person live and be productive in the real world of the present? My sense of the present leads me to [...]
By Marilyn Scholl, Joel Kopischke 171 March-April 2014 In the January/February 2014 issue of Cooperative Grocer magazine, we introduced the Four Pillars of Cooperative Governance as a model for the co-op sector to steer our cooperatively owned enterprises toward economic, social, and cultural success. It is the culmination of many [...]
With Appearances by: Bill Gessner, Expansion Consultant, CDS Consulting Co-op John Hatton, Board Chair, Brattleboro Food Co-op Alex Gyori, GM, Brattleboro Food Co-op Hether Jonna, Board Chair, People's Kalamazoo Chris Dilley, GM, People's Kalamazoo Margo O'Brien, GM, St. Peter Food Co-op Kim Davis, Board Chair, Three Rivers Market
by Nina Johnson and Joel Kopischke Policy Governance® (sometimes abbreviated herein as “PG”) is a comprehensive model whereby governing boards establish their values and expectations in policy, delegate implementation to the board’s sole employee (typically the GM), and monitor the outcome of operational activities against the stated policies. This Field [...]
By Joel Kopischke 164 Jan-Feb 2013 As cooperative boards strive for heavenly results, they need to be sure the devil is not in the details. When boards of directors consider their duties—ensuring organizational accountability, setting strategic direction, providing board perpetuation, engaging ownership—the broader strategic initiatives typically are the "juiciest" and [...]
Board meetings are at the heart of board work and well-run, productive meetings are an important part of the foundation for any good board. Meetings are typically open to owners, and sometimes others, to attend. Having clear guidelines on attendance at, and participation in, board meetings will support the board [...]