The following list of characteristics, qualities, experiences, capabilities, interests, etc., describe the ideal Board member. Consequently, no one person could be expected to provide all of these factors. The list is not intended to be exhaustive, but rather to provide a general concept.
These guidelines do not replace or amend requirements for candidacy for Board positions as established in the NASIG Bylaws. Rather, their purpose is:
In order to define the roles of Board members, we must first understand the purpose and nature of the Board as a whole:
The NASIG's Executive Board fulfills two complementary functions within the organization: it provides leadership and it directly handles some of the organization's work. It is a working Board as well as an administrative one. Consequently, the roles of Board members are complex. Functioning well as one of many leader/workers within a larger, cohesive leadership/working team requires an unusual combination of traits. Many of these are factors usually associated with making ones' self stand out within our professions. While these traits are essential to good performance on the Board, they must also be moderated to serve the Board's team nature, which is the most fundamental of its characteristics. Without an effective team style, the Board becomes unfocused and unproductive, individuals often work at cross purposes, committees flounder in the directionless context, and the entire organization suffers. Essentially, the Board must be a leadership team rather than a team of leaders. Neither can it function as a committee, which is usually defined as a single leader with a group of workers.
TRAITS NEEDED IN BOARD MEMBERS: