The staff’s function is to serve you in any way possible toward understanding and fulfilling your responsibilities as a SBCA director. SBCA staff members will aid you by:
- Keeping you informed of current developments in the industry and committee processes.
- Answering any questions you may have.
- Supporting you in all SBCA work with which you are involved.
- Providing you with data on current and prospective members in your area.
- Assisting you with maintaining or starting a chapter in your area.
Click here to contact SBCA staff.
SBCA has the following officers: President, President-Elect/Treasurer, Secretary and Past President Ex Officio. All officers are elected by the Board of Directors and serve for one year or until their successors have been elected and qualified. The President-Elect is elected by the members present at the Annual Meeting each year.
- The immediate Past President shall be an ex-officio member of the Board of Directors for the period of time the successor serves as President.
- Nominating Committee shall be appointed by the President to recommend new Directors each year.
- Directors shall leave office on a rotating basis, so that an approximately equal number of Board Members will “retire” each year.
- At each annual election, Directors shall be elected by the Regular Members from among the representatives of the Regular Members for a term of three (3) years to succeed the four (4) Regular Member Directors whose terms are about to expire. At the meeting of the Board of Directors immediately succeeding the annual election, the Board of Directors may, at its option, appoint directors from among the representatives of the Associate Members for a term of one year. Directors shall take office on the first day of the month following their election or appointment.
- All Senior Officers and Member representatives serving on the Executive Committee shall be an executive actively connected with the business of a Member. An executive is defined as having authority to contractually bind his or her company. If any person serving on the Executive Committee shall cease to be an executive actively connected with the business of a Member, he or she shall cease to serve as a Senior Officer if applicable, and shall cease to serve on the Executive Committee. If any Director shall cease to be an actively connected with the business of a Member, he or she shall cease to be a Director of the Council.
- No representative of an Associate Member shall be eligible to be appointed to the Board of Directors for more than three (3) successive one- (1) year terms.
- A majority of the Board of Directors shall constitute a quorum for the transaction of business at any meeting of the Board.
Function & Purpose of a Board Member
As a SBCA director, you will be an official SBCA representative in your region of the country. In this capacity, you represent your Association in matters pertaining not only to your own regional matters, but also on Association activities of a national scope. A SBCA director should have an awareness of the industry and national and regional problems, as well as a knowledge of the internal operations of SBCA.
The SBCA director may be responsible for the following items and activities:
- Serving on the SBCA Board of Directors and other SBCA Committees.
- Conducting membership drives or contacting potential members in their area.
- Submitting reports to staff offices on any local meetings and activities.
- Increasing support, attendance and activities of all members in national SBCA functions.
- Actively seeking candidates for their replacement on the Board and committees.
- Attending four (4) Board of Directors meetings each year: roughly one (1) in each quarter of the year, including the meeting which is in conjunction with the annual meeting.
Responsibilities of SBCA’s Board of Directors
- Personally hold and support the VISION of the organization.
- Explicitly address fundamental ORGANIZATIONAL VALUES. (The essence of what the organization believes, the relative importance of certain principles, what it stands for, and how it works rather than its words.)
- Force and view issues from an EXTERNAL FOCUS point of view.
- Enable an OUTCOME DRIVEN organizing system.
- Separate LARGE ISSUES from small.
- Force FORWARD THINKING.
- Enable PRODUCTIVITY. (The Board should lead, not simply react.)
- Facilitate DIVERSITY and UNITY.
- Define RELATIONSHIPS to relevant constituencies.
- Define a common basis for DISCIPLINE. (Sticking to the Board’s responsibilities, being decisive without being impulsive and keeping discussion to the point.)
- Delineate the Board’s ROLE on the ISSUES.
- Determine what INFORMATION is needed.
- BALANCE overcontrol and undercontrol. (The Board must not spend time on the trivial but it should expect staff accountability in managing association affairs.)
- Use Board time EFFICIENTLY.
Summarized from Boards that Make a Difference, John Carver (emphasis added)
Board Critics May Be the “Weakest Link”
by Robert C. Harris, CAE
An informal survey of executives identified board traits that they dubbed the “weakest link.” While volunteer leaders, there were some universal problems identified.
The survey’s theme comes from the NBC show, “Weakest Link.” Just as a board of directors may work together, so do the show’s contestants vying to raise money and answer questions for the team.
In the game show, if three teammates answer questions correctly, the team has raised $5,000. If the fourth person answers correctly, it goes to $10,000. But if s/he fails, the money reverts to zero. They can “bank” the $5,000, making sure the team keeps the money, but the fourth person’s question is worth only $1,000 and it becomes more difficult to get to the incremental big money.
Here are three of the weakest links resulting from the survey. Consider if the characteristics are evident on your board and how staff can transform leaders to become the strongest links.
- The weakest link is the director who has a personal agenda and forgets that they are working for the best of the association and its members. To succeed as a board it takes a buy-in into the organization’s mission and objectives. One’s personal agenda only distracts other leaders and staff causing frustration for everyone. To avoid personal agendas at the board table, a leadership orientation should explain how directors are part of a team working for the betterment of everyone. Motions made and seconded at a meeting belong to the board as a group, not just the maker and seconder. Further, whether the motion passes or fails, the board must agree the outcome was for the betterment of the organization and resentment should not exist by any individual. Finally, the membership should view the board as a leadership team with a clear agenda, and not a group of individuals promoting personal interests.
- The weakest link can be a leader who has nothing but complaints. This submission describes the director who seldom offers positive input but is quick to criticize. Criticism and complaint doesn’t help the team. The best volunteer is often the person who identifies a concern and follows up with a solution. For example, if a director is griping about the length or format of a board meeting, they should offer suggestions that will streamline the agenda, expedite discussions or change the environment. If a board is working as a team, criticism is acceptable so long as realistic solutions are offered.
- The weakest link are leaders, committees or volunteers that micromanage staff. The model board-staff relationship promotes that the board focuses on governance and the future of the organization to serve the needs of the members. The staff is responsible for administering the daily management needs of the organization. Help new leaders recognize the difference between strategic and tactical thinking.
One executive suggested the weakest link was the author of an article who could not be more creative than using a game show title for the foundation of leadership training. Both leaders and managers have their own styles–the purpose of identifying weak links is to transform them into assets for the organization.
Effective Performance Tips for New Directors
- Read the By-Laws of the Association, included herein. Know the stated objectives and rules, and your specific responsibilities as a director.
- Review the minutes of all Board meetings for the past two (2) or three (3) meetings to better understand what is being accomplished and how. Ask staff for earlier minutes if needed.
- Talk with the Executive Director and President of the Association at the earliest possible time after your election. Ask questions about the goals and activities of SBCA.
- Come to meetings well-informed on the issues to be discussed. “Doing your homework” will make it easier for you to participate in discussions. Read the Board and committee mailings and organize this information by committees prior to your arrival.
- Envision the direction you would like to see SBCA take during your term as director.
- Know the functions and programs of all of the various committees. Volunteer to help.
- Promote the programs you deem essential.
- Do not hesitate to ask questions of your fellow directors. Share ideas at the meetings. Your comments are always welcomed!
- Contact other SBCA members in your area. Learn how they feel SBCA might better serve their needs. Report your findings back to SBCA staff in writing.
- Determine how your talents might best serve in furthering the growth of the Association.
- Approach your position of director as a member of an association whose members represent a wide range of attitudes and capabilities. SBCA serves very small companies as well as very large ones.
- Above all, enjoy yourself! SBCA’s Board of Directors is a hard-working group representing all members working for the common good. Take the opportunity to share, learn and contribute to the growth of our important industry!
- SBC is SBCA’s official publication.
- SBC is owned and managed by SBCA.
- SBC is a trade magazine written specifically for the component manufacturing and distributing industry. It includes advertising from suppliers to our industry that will be specifically directed toward improving and expanding the capacities, knowledge and abilities of component manufacturers.
- SBC is produced on gloss paper using a four-color process and appears as a magazine-style publication.
- The exclusive focus of the editorial content and all advertising within SBC will be on products, services and issues of importance to the component manufacturer.
- The mission of SBC is to increase the knowledge of and to promote the common interests of those engaged in manufacturing and distributing wood trusses and related components to ensure growth, continuity and increased professionalism in our industry, and to be the information conduit by staying abreast of leading-edge issues.
- SBCA will continue to lead the wood component industry in disseminating technical and marketplace information, and will maintain advisory committees consisting of the most knowledgeable professionals in the industry.
- SBC is a key resource used by SBCA for implementation of this important industry role.
Varying anywhere between five (5) and twenty (20) times per month, a call is received at Staff offices inquiring about truss manufacturers in a given area, or for truss information in general. At the time of the call, staff is able to do a search of SBCA members in a specified area (usually by state or region, and this search can be furthered refined by products offered), and provide the caller with the information. Many inquiries are also received via email and our member listing is one of the most frequently visited pages on our website. Especially in cases of electronic requests for information, individuals are informed that the SBCA membership database is available to search on the SBCA website in addition to contacting staff directly.