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Resources Double Your Fun: Tracking Strategic Planning For a Brighter Future Read More Finding Balance in Board Meetings Efficiency vs. Engagement Read More What Key Factor May Be Working Against Your Interest in Raising Board Engagement and Accountability Discover the hidden factor sabotaging your board's engagement and accountability, and learn how to address it effectively. Read More In Search Of The Strategic Board Discover how credit union boards can become agile strategic partners and lead their institutions to future success. Read More Who Needs A Shadow Board? Add younger employees and members directly to your C-suite and board to benefit from their skills and knowledge today. Read More The Need for Evolution: One of Today’s Central Governance Challenges If your credit union has grown have you re-considered the balance of authority between your board and CEO? Read More Hope for Gen Z Comes in the Shape of Credit Unions Generation Z has the potential to be the greatest credit union generation, so why are so many credit unions struggling to get their attention? Read More Make Your Voice Heard Speaking up can be scary, especially if you’re the only woman in the room, but it’s important to call attention to problematic behavior in the workplace. Read More Gender Equity In The Boardroom: We're Not Done Yet Boards still have work to do to support their female directors and wider DEI&B efforts. Read More Leadership Matters: Choosing Humility Acknowledge your power in the workplace and strive to have open and humble conversations that encourage other voices to be heard. Read More Dealing with Divisive Directors Honor the principle of democratic member control even when you need to remove a board member. Read More Does A Divided Vote Make You A Divided Board? A divided vote makes you a human board. And it’s what you do afterward that matters most. Read More A Cautionary Tale of Risk Management in This Time of Bank Failures Defining roles and responsibilities and continuing education help ensure appropriate coverage. Read More Know When It’s Time To Go Holding onto your board position may be best for you, but what’s best for your credit union? Read More The Sophisticated Art of Ensuring Your Board Grows Alongside Your Credit Union Four areas to focus on. Read More Is Your Organizational Success An Accident? New study suggests where to look for the answer. Read More Defining Consensus 'Five finger consensus' allows all directors to weigh in on key decisions. Read More On Being the Female Chair Leading a Predominately Male Board Two female board leaders share their experiences and advice for promoting good governance—especially, but not only, as representatives of a minority demographic. Read More How Using a Recruiter Can Boost Board Succession Planning Efforts Approaching director searches like executive searches can produce great results. Read More More Listening, Less Mansplaining In the boardroom and everywhere, it's important to hear all voices. Read More The Playground Bully Grows Up Who are the workplace bullies, and what can we do about them? Read More A Continuously Bigger and Better Box Like a nautilus, Hudson Valley Credit Union’s board evolves beautifully into its next stage of governance. Read More Hudson Valley Credit Union’s Call for Board Candidates Refresh As part of its board recruitment renewal project, Hudson Valley CU developed a call for candidates that outlined specific attributes that matched its changing governance needs and values. Read More Key Outcomes And Lessons Learned From A Board Renewal Effort An analysis of Hudson Valley CU’s work to revise key governance processes. Read More Why Directors Are Chess Pieces, Not Checkers Every director should be ‘chair material’—even if they wouldn’t make a good chair. Read More Mentoring … Because If We Don’t, Who Will? Supporting other women as they advance is important. Read More Are Women Better Leaders? They are when they act with humility, self-awareness, self-control, moral sensitivity and kindness. Read More Serving Members’ Best Interests Benefits From A Constructive Partnership When directors, supervisory committee members and executives collaborate effectively, members benefit. Read More Parity In The Boardroom Takes Patience, Planning And Process But putting in the effort can definitely make a difference. Read More Building Your Associate Board Member Program, From The Philosophy Up The groundwork for success includes commitment from the start. Read More Women In Football, Politics And Credit Union Boardrooms It’s important to prioritize and value diversity. Read More Transitions of Power A perfect time to re-evaluate your organization and its direction is when a key leadership shift is on the horizon. Read More Reimagining Your Board Meetings To make your gatherings more effective and engaging, first look at the real reasons boards meet. Read More RIP RBG: The Thin, Strong String That Ties Women Together Our foremothers paved the way for us; now we pave the way for the women now coming of age. Read More Taking Action On Credit Unions’ No. 1 Director Recruitment Priority: Diversity. The credit union and women’s movements are clearly doing something right. But we still have a long way to go. Read More Some New Remote 'Norms' Are Here To Stay Five tips for a successful pivot to virtual board meetings Read More Weaving a Single Garment of Destiny The key threads include equity, diversity and inclusion. All three are needed for the best leadership and governance for your credit union. Read More Embracing our New (Virtual) Reality The new virtual reality is changing the way we do business. Read More Governance Committee – If You Don’t Have One, Get One! Governance Committees can help ensure boards are running smoothly. Read More Into the COVID-19 Fire to Make Things Better for Members and Staff A strong alignment of the CEO, senior leaders and the board enabled early, effective action. Read More The State Of Credit Union Governance 2020: A Summary Read More Did You Dust Off Your Old Pandemic Plan? Key ideas about response oversight and future strategy Read More The Importance Of A Truly Independent Supervisory Committee If you’re shifting to an ‘audit’ committee instead, be careful not to sacrifice independent oversight at the altar of efficiency. Read More The Concept of ‘Constructive Partnership’ Collaboration, more than control, fuels today’s high-performing boards. Read More Coming Together for the Common Good Consider multiple perspectives and build consensus— not unanimity—to ensure your CU is making good decisions. Read More An Antidote For Shifting Sands Your strategic planning process is as important as the plan and should be ongoing. Read More Being Chair Is More Challenging Than You Think In addition to playing an important role in managing the CEO, the chairman also plays a key role in managing the board itself. Read More Board Liaisons Direct Directors and Staff Toward Good Governance Generally keeping things organized and on track is no small feat—and it’s an important one. Read More The Board And The CEO Should Play Doubles Tennis The constructive partnership between directors and the chief executive is a lot like teammates on one side of the court. Read More Balancing Impartiality With Voting A best practice for chairs is to help the board look at the big picture while still having a specific opinion. Read More Advice from My Hero Six key responsibilities of every board, gleaned from my conversation with world-renowned expert Ram Charan. Read More What to Do When Communication Styles Clash: Embrace It Building a culture of inclusivity helps ensure each voice on your board is heard. Read More Effective Communications in the Board Room Key Findings for Communication Read More Many Board Problems Boil Down to Communications Challenges Directors need to ask good, hard questions—to ‘trust but verify’ in a respectful and professional manner—all toward the good of the credit union. Read More Two Of The Five Top Questions Board Chairs Have 1. Should chairs vote? 2. What’s the best way to ask a director to move on? Read More A New Credit Union Model with Classic Principles Focuses on Social Purpose Reclaim the ‘why’ of credit unions by deeply embedding social purpose in all your activities. Read More Get Your House in Order—Now, If Need Be There is no ‘wrong’ time to deal with fundamental governance issues. Read More Closing the Board/Management Trust Gap 5 ways to unite staff and volunteers for good governance Read More Millennials Are Many Things, Including Your Future Board Leaders Getting to know them can aid your recruiting. Read More Tell Me Something I Don’t Know: What You Need to Know About Assessments Solid financials aren’t necessarily a sign of a high-performance board. Read More Who's on Your Board Today? Tomorrow? The State of Credit Union Governance, 2018 report finds credit unions are more certain of their current mix of directors than they are about the future composition of their boards. Here’s what this means for board renewal. Read More 5 Data-Driven Recommendations for Governance Success Core Recommendations from a New Report Read More The State of Credit Union Governance, 2018: Six Key Findings Use them to increase your board’s focus and effectiveness. Read More Understanding the Importance of Ethics Principled leadership is a vital part of any cooperative’s DNA. Read More A Case for Reaching Higher Musings on the Federal Reserve’s proposed guidance on supervisory expectation for boards Read More Assessing Staff's Strategic Planning Path The challenge is helping front-line credit union folks see the big picture. Read More Great Things from the Great North Three overarching Canadian principles that can be applied universally Read More Help Your New Chair Move Up Here's what a top board leader needs to know to be successful—and what you need to know to help. Read More ERM Is Everyone's Responsibility 10 steps to take to ensure your leadership is doing all it can to identify and manage risk Read More The Ever-Elusive Millennial Director Tailor your message and medium in recruiting younger board members. Read More Resolutions for a New Year Taking the Opportunity to Make Changes Read More The Benefits of Board Committees Get the most out of them by applying these bright ideas. Read More Moving Beyond The Strategic 'Moment' Incorporate strategic planning and thinking into your routine discourse. Read More A Quality CEO-Board Relationship Fostering A Healthy Balance Read More Un-Cage Your Thinking Good Credit Union Performance Doesn't Equal Good Governance Read More Charting a New Direction The roles of leadership in today’s credit unions are changing; specifically, there’s an important new way to think about key board leaders. Read More The Origin Of Civility Be sure to disagree in an agreeable way. Read More Supporting Healthy Board Rejuvenation A healthy amount of board rejuvenation is important—but not too much and not too fast. Read More Director Onboarding Post-Election 9 steps to take to help new directors serve well Read More Start Onboarding Pre-Election Eight steps supporting new board members' success Read More To Pay or Not To Pay Deciding whether to compensate credit union and CUSO directors is a hard question. Read More Board Size There's no one-size-fits-all answer to how many directors you need. Read More Assess for Success 8 surefire times you need to evaluate your board’s performance Read More A Deep Definition of Governance How does your board use its formal and informal authority for the good of the credit union? Read More Supervisory Committees Function Well, But... Just like CUs and their boards, supervisory committees must change with the times. Read More A Matter of Leadership CUs need to pave a new road to ensure a strong, high-performing board over time. Read More Nine Leadership Challenges The board of the future will need the strength to overcome these. Read More When It Comes to Board Meetings... We can do better. Read More No Higher Calling The challenge of effective CEO evaluation Read More The Learning Board Three key building blocks Read More Creating a 'Wow' Credit Union Board Meeting How to Take Your Meetings to the Next Level Read More 'Quantum' Board Engagement Six questions to help you more fully get your board engaged Read More Board Engagement Needs A Boost Strategies to use in your monthly meetings Read More A Matter of Culture What drives yours? Here are 10 elements to shoot for in your board room. Read More Surfacing Assumptions Knowing what you're assuming can boost board strategic thinking. Read More Fiduciary AND Strategic Thought Needed Finding the right balance between operational oversight and visionary dialogue in your boardroom is worth the struggle. Read More

Policy Shop Quantum Governance maintains an extensive Resource Library of contemporary governance policies, job descriptions and committee charters ― and our library continues to grow each year. Today, there are more than 65 different policies and documents available to assist you in achieving the goals within your Governance Action Plan.

Log In Home About Services Policy Shop Resources Contact More We're Focused on Small Credit Unions with Big Missions. Quantum Governance is furthering its mission to serve the financial cooperative movement with a special focus on small credit unions: those with assets <$250M. For more than a decade, Quantum Governance has offered governance and strategy assessments, consulting, facilitation and education services to hundreds of credit unions in the United States and Canada. While we have proudly served more than a third of the credit unions whose assets are $1B+, we recognize that small credit unions have important governance and strategy needs, too, and those needs must be met if small credit unions are to thrive into the future. As a mission-driven, low-profit firm dedicated to the public good, we believe Quantum Governance is uniquely positioned to give small credit unions the support, knowledge and resources they need to continue serving their members and fulfilling their missions with excellence. Quantum Governance provides a structured approach to serving small credit unions with three tiers of services to meet your unique needs. 01 Governance Check-Up The Governance Check-Up includes three main components, the: 1) Governance Survey; 2) Governance Survey Report; and 3) Governance Policy Package. This level provides your credit union with a high-level “check-up” on key governance markers for $3,750. Survey Report Policies The Governance Survey Quantum Governance has spent more than a decade developing, testing and fine-tuning its Governance Survey that provides unparalleled insights into six key areas: 1) Vision, Mission & Strategy; 2) Bylaws & Board Policies; 3) Board Structure & Composition; 4) Fiduciary Oversight; 5) Governance & Leadership; and 6) Supervisory/Audit Committee. The survey is a turnkey, online tool gathering both quantitative and qualitative data through a series of multiple choice and narrative questions. The Governance Survey Report After members of your leadership complete the online assessment, Quantum Governance will prepare and deliver a Governance Survey Report that includes the aggregated data for each survey section and four summary charts, including comparisons to your credit union’s peer group. The Governance Policy Package Quantum Governance has developed an extensive library of policies designed to ensure that credit unions have the most contemporary tools in their pursuit of governance excellence. Credit unions choosing the Governance Check-Up will receive 9 customizable policy templates, each valued at $100. Interviews Report Consulting Workshops Governance Interviews Our consultants will conduct up to three individual interviews (Board Chair, Governance Committee Chair, if applicable, and CEO) to inform the Executive Report. Executive Report Our consultants will develop an Executive Report that graphically presents your survey results with top-line analysis and recommendations for how your credit union can strengthen its governance practices for future success. One-Hour Virtual Consulting Your Quantum Governance Lead Consultant will conduct a virtual meeting with the Board Chair and CEO (with the Governance Committee Chair as an optional participant) to discuss the analysis and findings and recommendations set forth in the Executive Report. Additionally, we will collaborate with you to build agendas for the two, 2-hour virtual governance workshops. Two 2-hour Governance Workshops Your Quantum Governance Lead Consultant will host two engaging and interactive workshops (2-hours each) for your credit union’s leadership. During the first workshop, our consultant will facilitate discussions around the Executive Report’s key findings and relevant governance best practices. The second workshop will be customized to suit your credit union’s needs and may touch on topics such as Board succession planning, developing Board strategic focus, building a constructive partnership between the Board and CEO and more. 02 Governance Skill Building Governance Skill Building includes all of the elements from the Governance Check-Up (details above) in addition to a more detailed Executive Report, two 2-hour governance workshops and preparatory time, including individual interviews with your Board Chair, Governance Committee Chair, if applicable, and CEO and a 1-hour consulting call to prepare. The fee for this level of consulting is $10,000. 03 Governance Evolution Governance Evolution includes all the elements from the Governance Check-Up and the Governance Skill Building, in addition to the facilitated development and delivery of a Governance Action Plan with three hours of implementation support from Quantum Governance. This fee for this level, with all of the deliverables and benefits, is $15,000. Workshop Governance Action Plan Consulting Governance Action Planning Workshop Your Lead Consultant will host a virtual planning session where it all comes together. Informed by the Executive Report and two Governance Workshops, Quantum Governance will take your credit union’s leadership through a tightly facilitated process to select, evaluate and prioritize what is most important to your credit union’s governance evolution - all with an eye toward creating a Governance Action Plan Governance Action Plan Quantum Governance will digest and synthesize discussions from the Governance Action Planning Workshop and submit to the credit union a draft Governance Action Plan which provides a clear roadmap on the steps to take to evolve your credit union’s governance system, practices and culture to the next level of excellence. Action Planning Follow-Up and Additional Consulting Quantum Governance will present the Governance Action Plan to the Board Chair, Governance Committee Chair (optional) and CEO in a one-hour virtual consulting session to begin institutionalizing the Governance Action Plan. Your credit union’s leadership may utilize two additional hours of Quantum Governance's consulting expertise towards executing your credit union’s Governance Action Plan. Myth #1 "We don’t have the time or budget to work on our governance .” We’ve scaled our services to ensure credit unions with smaller budgets can evolve their governance practices and culture to keep up with the financial cooperative’s evolution and be a strong partner to their executive leadership. Our small credit union governance services start at $3,750. About Quantum Governance Our vision is Exceptional Leadership for Mission-Driven Organizations. Quantum Governance is dedicated to the public good. We are a team of experts in the fields of governance and strategy designed to help credit unions realize the full potential of their cooperative missions. Our team provides assessment, consulting, planning, facilitation and implementation services to credit unions of all sizes. Founded over a decade ago, our mission is to partner with mission-driven leaders to enhance governance and strategy effectiveness for exceptional outcomes. For more information on our services for small credit unions with big missions, contact Quantum Governance’s Chief Marketing Officer Gisele Manole at gisele@quantumgovernance.net . Home About Services Grant Opportunities Policy Shop Resources Contact CONTACT US First name Last name Email Write a message Submit Thank you for contacting us! SOCIALS CALL US 603.513.2852 MAILING P.O. Box 204 Henniker, NH 0324 2 ©2023 by Quantum Governance, L3C. All rights reserved.

About Quantum Governance Our Vision Exceptional Leadership for Mission-Driven Organizations. Our Mission Partnering with mission-driven leaders to enhance governance and strategy effectiveness for exceptional outcomes. Meet Our Team Who We Are Over a decade ago, Quantum Governance was founded as an L3C, a low-profit, limited-liability service organization dedicated to the public good. Today, we are part of Callahan & Associates , a D.C.-based, employee-owned company with a mission to empower credit unions to impact their members and communities in meaningful ways. Quantum Governance is a focused team of experts in governance and strategy. Our work is designed to help organizations realize the full potential of their missions. We provide assessment, consulting, planning, facilitation and implementation services to mission-driven organizations of all sizes. Our Values Authenticity. We are committed to being truth tellers, knowing that candor empowers our clients to better fulfill their vision and mission. Compassion. We connect with empathy, kindness and respect. Innovation. We strive for creative and nimble ways of thinking, doing and growing. Diversity. We advocate for the enrichment that diverse backgrounds,experiences and perspectives provide in shaping better outcomes for everyone. Inclusivity. We value the unique insights and contributions of each individual. Dependability. We honor our commitments and build trust through consistently responsible actions. Excellence. We set – and then work to exceed – the standard of what is being asked or expected to produce work of the highest quality.

Services We are a team of experts in the fields of governance and strategy designed to help nonprofits, credit unions, associations and foundations realize the full potential of their missions. Our team provides assessment, consulting, planning, facilitation and implementation services to cooperative and nonprofit organizations of all sizes. Quantum Governance is dedicated to the public good and our mission is to partner with mission-driven leaders to enhance governance and strategy effectiveness for exceptional outcomes. What We Offer Governance Governance Assessment Leadership Culture Assessment CEO Evaluation Peer-to-Peer Evaluations Director Skills Inventory Board Succession Planning and more! Learn More Small Credit Unions The Governance Check-Up Governance Skill Building Governance Evolution Learn More Strategic Planning Strategic Planning Facilitation Defining Your Vision & Mission Identifying Strategic Goals and more! Learn More Additional Services Bylaw & Policy Development Keynote Presentations and more! Learn More Why Choose Quantum Governance? We have an exceptional reputation among credit unions, nonprofits, associations, foundations and leagues. We've developed proprietary, best-in-class assessment tools , robust and insightful data and unparalleled deliverables from our contemporary Policy Library to our research and reports. We have experience working with hundreds of credit unions, nonprofits, associations, foundations and leagues from the very small to those with more than $33 billion in assets domestically and internationally. We are constructive partners and collaborators enthusiastically learning about your organization to efficiently deliver both short-term results and long-term evolution. We are lifelong learners and curious researchers dedicated to sharing our knowledge and expertise to strengthen the credit union industry as a whole through The State of Credit Union Governance report series. Let's talk about your organization's needs. Contact Us

Jennie Boden Managing Principal & Lead Consultant Jennie brings more than 30 years of experience in governance, strategy, leadership, and development to the field. Jennie leads a team of consultants, topical specialists and other experts to meet the governance and strategic needs of the firm’s clients. For nearly a decade, Jennie has been the catalyst for developing countless tools, products and services, as well as alliances with the firm’s strategic partners. Jennie has led complex governance and strategic planning engagements with boards and executives at organizations as varied as CUES, CUNA, Hudson Valley Credit Union, Redwood Credit Union, Rivermark Community Credit Union, Washington State Employees Credit Union, Camphill Village, the Center for Arms Control and Non-Proliferation, Con Edison, the Friends of the National Arboretum, the Gerontological Society of America, Morgan Stanley, Queens County Farm, the Tipping Point Community and so many more. She is widely published in CU Management, and she authors regular columns for Governance Matters and Advancing Women. Jennie served as Executive Director of the Maryland Coalition Against Sexual Assault (MCASA) and as Vice President of First Candle’s National Campaign for Cribs funded with a $3 million grant by the Bill & Melinda Gates Foundation. The organization generated more than $23 million in revenue during her tenure. Jennie has held a director-level position at the National Mental Health Association, overseeing $3.5 million in corporate contributions and started her career as the Director of External Relations for the Ethics Resource Center in Washington D.C. Jennie earned a B.A. from the University of California at Berkeley and lives in New Hampshire with her family. Back

Governance Services We offer a variety of ways to assess your governance employing a combination of the following methodologies: proprietary online survey, document review, interviews with members of your board, supervisory/audit committee, and executive leadership. Additionally, focus groups, meeting observations, member surveys and environmental scans may be added. Governance assessments are scaled to meet your organization’s needs. We can deliver the results of your assessment via an expertly facilitated retreat or a series of in-person or virtual workshops. Deliverables may include a report, best practices tailored to your organization, and a governance action plan. Additional governance services include: credit union industry benchmarking, year-to-year analysis for returning clients, developing a roadmap for growth and pre-merger assessment. Additional Governance Assessment Tools Leadership Culture Assessment & Policy Development CEO Evaluation Peer-to-Peer Evaluations Director Skills Inventory & Director Development Planning CEO Succession Plan Assessment & Development Supervisory/Audit Committee & Other Committee Assessments Board Succession: Assessment, Board Member of the Future Profile Development, Recruitment, Nominations & Succession Plan Development Communications & Information Architecture Study: Reimagining Your Board Packs & Meeting Agendas Contact us to learn more about how we can strengthen the leadership and governance of your organization. Jennie Boden, Managing Principal & Lead Consultant "One of the most vital governance issues that organizations are faced with today is the evolution of their governance policies, practices and systems as they grow. We've found that -- as one CEO put it -- many have been 'working with their Boards, but not on their Boards.' While the organizations (including the Management) are growing and evolving, so, too, must an organization's governance."

Strategic Planning Services Quantum Governance believes in a collaborative and iterative cyclical process between the CEO/Executive Management and the Board in developing a strategic plan for the fulfillment of your organization’s vision and mission. In addition to facilitating the strategic planning process, we can assist you in the following ways: Assessing and Reimagining the Planning Cycle Defining (or redefining) Your Vision, Mission & Values Identifying Strategic Goals & Objectives Contact us to learn more about how we can help you plan for the future of your organization. "An effective strategy drives your organization's mission by identifying what is possible, what is feasible and what is bold." Paul Dionne, VP of Strategy & Lead Consultant

< Back Parity In The Boardroom Takes Patience, Planning And Process Jennie Boden Jun 25, 2021 But putting in the effort can definitely make a difference. I have to admit I’m not a big fan of publications like Advancing Women . I mean, I’m honored to write for it, but why, after all these years, do we still have to have special publications with a special focus on advancing women? I mean, really. You’d think we’d be further along by now. Women started pursuing equality way back in 1850, when the first convention for women’s rights was held in Seneca Falls, New York. Sixty-eight women and 32 men attended the convention that demanded a woman’s right to vote in the U.S.; sadly, the convention didn’t address the racism and oppression faced by Black women and other women of color. In 1872, Susan B. Anthony and 14 other brave women were the first of their gender to cast votes in a U.S. election—and they were arrested for it. It wasn’t until 1919 that the 19th amendment was signed into law. And it passed the Senate by only two votes. Worse yet, it wasn’t until 1965 that Black and Latinx women were able to vote. That was the year before I was born. And today, so many voting rights are being threatened and even rolled back in some states. And that’s just the challenging path to voting. Women Leading Businesses A 2018 study by Deloitte and The Alliance for Board Diversity found that women held only 25% of board seats in Fortune 100 companies. And just more than 3% of bank CEOs are women. In The State of Credit Union Governance 2020 , published by Quantum Governance and partners CUES and the David and Sharon Johnston Centre for Corporate Governance Innovation, we reported that the average credit union board has nine members, three of whom (36%) are women. This is better than the Fortune 100 companies by 11%. 2021 data from CUNA shows that a majority (51%) of credit union CEOs are women – more than 15 times higher than the rate of women CEOs at banks (3%); among U.S. banks and credit unions between $1 billion to $5 billion in assets, 13% of credit union CEOs are women versus only 2% of bank CEOs; at both banks and credit unions, women CEOs are relatively more common at smaller institutions; and a board member of a credit union is about twice as likely to be a woman—33% of credit union board members are women as opposed to 16% of members of bank boards. We’re clearly doing something right in the credit union community. But we’re not there yet. A soon-to-be-released special report from The State of Credit Union Governance series, COVID-19 and DEI: Revolution & Evolution in the Credit Union Community , found that while more than a third (34%) of credit union board members in the U.S. are women, that percentage falls well short of the total percentage of women in the country (51%)—a difference of 17 percentage points. I guess I have to admit, as much as I wish parity of all types were just inherently so, that if we’re going to make more progress, we need to do so intentionally and consciously—that gender parity, like any parity, doesn’t just occur naturally. That’s why we need publications like Advancing Women and organizations like Women in Governance , headquartered in Montréal, Québec. The nonprofit was founded to “support women in their leadership development, career advancement and access to Board seats.” In partnership with McKinsey& Company , Women in Governance developed a parity certification program that is now being offered in the U.S. The program helps “organizations increase the representation of women in sectors where they have historically been underrepresented, as well as in executive leadership positions.” It’s a shame that we need a parity certification program to ensure that women are seen as being as capable as men to hold leadership positions within an organization, just as it’s a shame to think that we need laws to combat racial bias in policing. But we do. And there’s proof from other fields that, with focus and intentionality on those areas where we want to have a positive impact, we can make a difference. A Success Story From Science In 1966, only 2% of the total doctoral graduates in the physics disciplines were women, and that number increased marginally to just 5% for those graduating with a bachelor’s degree. Leaders in the field, including at the American Institute of Physics and the American Physical Society, spearheaded a program led from the board-level focused on gender parity. While that’s still a work in progress, they have experienced tremendous success over the years. Source: APS125 By 2018, both percentages had risen to 22%, still below the overall percentage of women in the U.S., but a vast improvement. While it’s disheartening to think that gender parity, and all types of parity, aren’t just inherently a given, we can be reassured that with focused intent and effective processes and programs put into place, we can make a difference—even if it takes a little longer than we might like. Previous Next

< Back Leadership Matters: Choosing Humility Jennie Boden Aug 16, 2023 Acknowledge your power in the workplace and strive to have open and humble conversations that encourage other voices to be heard. I’m starting to see, more and more, why so many people shy away from conversations about diversity, equity, inclusion and belonging. They’re complicated. And confusing. And as one of my former colleagues once said, it’s easy when the decision making is clear—when there’s a distinct right and wrong, a simple “this way” or “that.” It’s the shades of gray or the competing values that make decisions and the discussions that surround them tough. I was feeling this way recently when I was talking with a colleague of mine about power differentials. Specifically, mine. As the relatively new CEO at Quantum Governance, my colleague was making the point that, like it or not, I was now seen as someone with power over my coworkers. Yuck. But at some point, we’ve all had some power over someone or something else—whether it’s our employees, our children, students that we’ve taught … even our pets. (Although my dog, Toby, regularly ignores me like a toddler in a candy store.) Some revel in it, while others would rather not acknowledge it. And some use it to support those with less. My entire life, I’ve aspired to grow up in the spitting image of my father—probably the most humble person I’ve ever known. Many claim humility, but few actually live it authentically and actively . I believe it is one of the most worthy endeavors to which one can aspire. The word “humble” has modest beginnings. Its Latin origins stem from the word “humus,” meaning ground or “humilis” meaning “low” or “lowly.” In fact, in Graeco Roman ethics, being humble was definitely not a good thing. If you expressed humility before someone who was of equal or lesser stature than yourself, then you were considered “debased.” But that’s not what my father thought or what he, as a minister, taught his flock or his four daughters, and the notion of my having some sort of “power” or that a kind of differential resided in me made me uncomfortable. Even the mere discussion of it felt somehow disrespectful of my colleagues. Inside, I certainly don’t feel different. Sure, I make decisions for the firm and for our clients on a daily basis. And I feel fully comfortable doing so. I always have. But I believe to my core that my voice is simply one of many, that good ideas can and should come from everyone and anyone in the room. Yes, I’m opinionated, but I love it when someone challenges me, too. I shudder to think that anyone on our team would see a difference in me and, as a result, remain silent. And yet, it happens all too often. It happens to me, and I’m sure that it’s happened to you. But here’s the thing. It’s there, whether I like it or not. I am the CEO. I am—except for our founder, the oldest person on the team—the second most experienced. I’m the ultimate decision-maker. And there’s no getting around those facts, regardless of how I feel about them. So, what am I to do? What are any of us who hold some sort of “power” to do? First, be conscious of it. Don’t assume, like I did, that just because you don’t like it that it’s not there. Second, be open to conversations about it, even when it makes you uncomfortable. In fact, be the one to raise them. Calling out the differences can make it easier for those around you, those who may have less “power,” to feel more comfortable sharing their voices. Third, ensure that you take time to reflect on your own thoughts and feelings about it. Fourth, and most importantly, as my father always did, choose humility. Previous Next

< Back Key Outcomes And Lessons Learned From A Board Renewal Effort Jennie Boden and Dr. Alexander Stein of Dolus Advisors Jan 31, 2022 An analysis of Hudson Valley CU’s work to revise key governance processes. Quantum Governance and Dolus Advsiors are pleased to offer the following key outcomes and lessons learned from our work with $6.1 billion Hudson Valley Credit Union in revisioning and revising their nominations process. (For more background, read the feature story detailing the work we did with Hudson Valley CU.) Key Outcomes The nominations sub-committee learned it could be nimble, coalesce around change and have a significantly increased impact on the future of the Hudson Valley CU board and supervisory committee. In the end, the members were proud of the changes they implemented and the outcome of their work. And, importantly, they served as a model on how to welcome and adapt to change for other elements of the governance system at Hudson Valley CU. There was an increased level of trust attained between members of the nominations sub-committee and the CEO—primarily through the CEO’s participation in the nominations process, but also as an extension of the still-developing constructive partnership between the board, supervisory committee and CEO/management. All the volunteers—board and committee members—gained a new and enhanced understanding of their capabilities and, despite initial trepidations, developed a significantly greater appreciation for the upsides of transformational change. The previous governance committee and the old nominations committee combined in an integrated model to become the new governance and nominations committee. This provides the credit union with the structure, know-how and horsepower to better meet its members’ needs given its size and complexity. Lesso ns Learned Include everyone in the discussions, right from the start—board members, supervisory committee members, nominations committee members, the CEO—when you’re a) discussing why and how you want to change the nomination process; and b) what the ideal board or supervisory/audit committee of the future looks like for your credit union. Cast your net wide for new candidates and volunteers. Ensure that every candidate attaches a resume or curriculum vitae to their submitted application. And be sure that you update your application to obtain the information that you need—in alignment with your call for candidates. Don’t assume that your current board and supervisory committee members are the right members for the future. Vet them as thoroughly and fully as you vet your new candidates—and against the same requirements. Prepare both the volunteers on your nominations committee and your incumbents for navigating emotionally hard decisions. Meeting the requirements of creating the board and supervisory/audit committee of the future may necessitate the departure of a long-term volunteer colleague. Ensure that the roles and responsibilities for your volunteer positions are clear, including the time commitment. Even with all the communications shared with the Hudson Valley CU candidates, several candidates expressed surprise at the level of commitment required after joining. It doesn’t have to be perfect right out of the gate. Not every tool you develop or innovation you incorporate will immediately work flawlessly. And that’s okay. Keep experimenting. One example: We developed a scoring sheet for the nominations sub-committee that ended up being more of a hindrance than a help. It was quickly set aside, and the members of the sub-committee moved on. Balance urgency and patience. A member of the governance and nominations committee admitted wishing they had developed an associate board member program years ago. But there had been resistance, and it was shelved. When the proposal was introduced last year as a part of these innovations, the practice was enthusiastically adopted. Change takes time. Prioritize equity, diversity and inclusion. Ensure that your credit union is aware of how systemic inequalities adversely affect society—and your credit union. This conscious commitment to equity will enhance organizational decision-making, lead to greater diversity around the leadership table, and help directors and executives alike develop a more inclusive, shared understanding of what everyone has to say and contribute. Alexander Stein, Ph.D . , is founder of Dolus Advisors , a consultancy that helps leaders address psychologically complex organizational challenges. Previous Next

< Back Dealing with Divisive Directors Jennie Boden Jun 27, 2023 Honor the principle of democratic member control even when you need to remove a board member. Like a lot of things in life, governance challenges seem to come in threes. There was the year that we had three clients struggling with their representative boards. Last summer, the trials were three different mergers and acquisitions. This spring, three of our clients have been grappling with how to hold a problematic board member accountable. And not just problematic board members, but very problematic ones. We’ve seen this before—and not just in threes. Let me begin by saying that, as a believer in exceptional governance, I value the cooperative principle that “credit unions are democratic organizations owned and controlled by their members. One board member equals one vote, with equal opportunity for participation in setting policies and making decisions.” But sometimes you run into a board member whose presence completely derails the democratic process. What to do when removing such a member would actually improve governance, the operation of the board and contribute to stronger organizational outcomes? The Principle of Democratic Member Control: Pretty Drastic The democratic member control principle drives three of the paths available to credit union boards when they believe that it’s time for one among them to leave their ranks. (These are the options available to federally-chartered credit unions as outlined in National Credit Union Administration federal credit union standard bylaws. Additional options may be made available for state-chartered credit unions by their regulators.) Article VI. Board of Directors, Section 8. Attendance and removal. a. If a director or a credit committee member, if applicable, fails to attend regular meetings of the board or credit committee, respectively, for 3 consecutive months, (choose one of the following) ____ or 4 meetings within a calendar year, or ____ 4 meetings within any 12 consecutive months or otherwise fails to perform any significant duties as a director or a credit committee member, the board may declare the office vacant and fill the vacancy as provided in the bylaws. Article IX. Supervisory Committee Section 5. Powers of supervisory committee—removal of directors and credit committee members. By unanimous vote, the supervisory committee may suspend any director, board officer, or member of the credit committee. In the event of a suspension, the supervisory committee must call a special meeting of the members to act on the suspension. They must hold the meeting at least 7 but no more than 14 days after the suspension. The chair of the committee acts as chair of the meeting unless the members select another person to act as chair. Article XVI. General Section 3. Removal of directors and committee members. Notwithstanding any other provisions in these bylaws, any director or committee member of this credit union may be removed from office by the affirmative vote of a majority of the members present at a special meeting called for the purpose, but only after an opportunity has been given to be heard. If member votes at a special meeting result in the removal of all directors, the supervisory committee immediately becomes the temporary board of directors and must follow the procedures in Article IX, Section 3. These are drastic paths to have to take, and they put into play reputational risks for both the board member and the credit union. But there are other options besides the most drastic ones. Other Pathways, Starting With Accountability The name of the game, ultimately, is accountability—setting clear roles and responsibilities through the development of both board member and officer job descriptions (I encourage you to develop job descriptions for the supervisory/audit committee chair and members too); outlining expectations for behavior in a board member covenant and even a code of ethics that applies to everyone throughout the credit union, from the board to the tellers; and implementing accountability mechanisms to ensure that everyone is doing their job within the boundaries of the covenant and the code. But what do you do when that fails you? Here are some tried and true steps that you can take, in increasing order of seriousness: Solicit the help of the board member’s trusted peer (or peers) for a private conversation to address the behavior. Schedule a formal meeting between the board member, the chair and another board officer to address the behavior. Outline the offending behavior in a written reprimand letter, asking the board member to correct their behavior immediately. Call for a written apology from the board member to those offended. Require formal sensitivity/or related content training. Prevent the board member from participating in any trainings, conferences or seminars paid for by the credit union until select steps (such as those outlined above) are complete and the behaviors are corrected. Provide a copy of the written reprimand letter to the governance and nominations committee to inform the nominations process. Institute peer-to-peer evaluations and provide a copy of the board member’s results to the governance and nominations committee to inform the nominations process. And for especially serious cases: Stipulate that the board member will be formally censured or that their resignation would be called for unless select steps (such as those outlined above) are complete and the behaviors are corrected. Note to the board member that formal censures and/or a vote for their resignation will appear in the credit union’s public minutes. It’s Worth the Effort to Manage Divisive Directors I can tell you that all our clients who have adopted any number of the steps above did feel a sense of relief ultimately, as hard as it might have been. In most instances, the board members simply resigned, knowing that it was best for them as individuals and ultimately for their credit unions. While no process is ideal, and we at Quantum Governance certainly want you to honor and adhere to the principle of Democratic Member Control more than anything, sometimes a bully or undemocratic individual acting in bad faith needs to be stopped. Sometimes, that board member who refuses to adhere to the credit union’s policies must simply be shown that their behavior is unacceptable. And sometimes, their behavior becomes so antithetical to the very essence of a cooperative that you don’t have much of a choice. 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