Trustee engagement - Revision history

Nkkl: Just cleaning things up

2012-08-13T05:38:25Z

Just cleaning things up

Willowbl00: Added willownotes

2012-08-03T00:17:42Z

Added willownotes

Willowbl00: /* On Group Size */ added willownotes

2012-08-03T00:08:04Z

‎On Group Size: added willownotes

Gregmarra: /* Notes from Greg */

2012-07-21T20:57:45Z

‎Notes from Greg

Gregmarra: /* Notes from Greg */

2012-07-21T20:40:54Z

‎Notes from Greg

Gregmarra at 20:38, 21 July 2012

2012-07-21T20:38:35Z

Nkkl at 22:42, 19 July 2012

2012-07-19T22:42:03Z

Nkkl: Created page with "category:Saturday"

2012-07-19T22:24:15Z

Created page with "category:Saturday"

New page

[[category:Saturday]]

@@ Line 3: / Line 3: @@
 How do we keep our trustees excited and engaged?
-== General Protips ==
+== General ==
-* Meeting with grant winners engages trustees and connects them to the projects they're funding.
+Having entertaining, unique events means more people continually attend and celebrating "wins" leads to continued engagement. In some places the previous winner also sits in on next round and votes.
-== On Group Size ==
+== Group size ==
-* Boston has 26 members, so about 10-14 show up each time and vote on two grants.
+A bigger organization makes closeness in a big group harder. You become a bit more of a blob and a bit less of a "team". A bigger group means lower commitment and less connection. It's important to balance!
-== On Group Harmony ==
+== Harmony ==
-* In SF, forming personal relationships between the trustees has helped sustain things.
+== New Blood ==
-* In Pittsburgh, meetings are very inefficient, because they're basically social events. Wine, beer, and food slow down the voting, in a good way :) No virtual call ins allowed.
+Boston let about 10 people in at once. It may have "saved the chapter". New York had a big turnover all at once, as the original trustees got too busy or too famous. Bringing in new blood changed the culture and established new norms. On strategy is to set norms with the active people, then invite more people to 'soft replace' the flakier people.
-== On New Blood ==
+Having more people spreads responsibility and gets you more money to utilize. Guest/honorary trustees (like the mayor!) are a good source of fresh excitement. New people also give busy people the opportunity to back out gracefully since they're not letting people down.
-* Boston let about 10 people in at once. It may have "saved the chapter."
+== Ideological Splits ==
-* New York had a big turnover at once, as the original trustees got too busy or too famous. Bringing in new blood changed the culture and established new norms.
+The most common major split seems to be between "silent awesome" and "go for fame". Detroit once reconvened to overturn a grant because one trustee decided the selected project didn't set the right tone for the group. Don't be afraid to speak up after decisions are made, but be diplomatic and sensitive when communicating like this.
 [[category:Summit 2012]]
 [[category:Operations]]

@@ Line 3: / Line 3: @@
 How do we keep our trustees excited and engaged?
-== Notes from Greg ==
+== General Protips ==
 * Meeting with grant winners engages trustees and connects them to the projects they're funding.
 * Regular structure with people signed on to it makes people more likely to be able to attend.
-* Food collects money in $300 chunks to make operations roll smoother, given their virtual distributed nature
+* Food collects money in $300 chunks to make operations roll smoother, given their virtual distributed nature.
-=== On Group Size ===
+== On Group Size ==
 * Boston has 26 members, so about 10-14 show up each time and vote on two grants.
@@ Line 20: / Line 19: @@
 * Bigger group means lower commitment, less connection. Balance!
-=== On Group Harmony ===
+== On Group Harmony ==
-* In SF, forming personal relationships between the trustees has helped sustain things
+* In SF, forming personal relationships between the trustees has helped sustain things.
-* In Pittsburgh, meetings are very inefficient, because they're basically social events. Wine, beer, and food slow down the voting, in a good way :) No virtual call ins allowed
+* In Pittsburgh, meetings are very inefficient, because they're basically social events. Wine, beer, and food slow down the voting, in a good way :) No virtual call ins allowed.
 * Food is virtual, so people don't know each other irl, but still has lively discussions.
-=== On New Blood ===
+== On New Blood ==
-* Boston let about 10 people in at once. It may have "saved the chapter"
+* Boston let about 10 people in at once. It may have "saved the chapter."
-* New York had a big turnover at once, as the original trustees got too busy or too famous. Bringing in new blood changed the culture and established new norms
+* New York had a big turnover at once, as the original trustees got too busy or too famous. Bringing in new blood changed the culture and established new norms.
-* Set norms with the active people, then invite more people to 'soft replace' the flakier people
+* Set norms with the active people, then invite more people to 'soft replace' the flakier people.
-* More people spreads responsibility, gets you more money to utilize
+* More people spreads responsibility, gets you more money to utilize.
-* Guest / Honorary trustees (like the mayor!) are a good source of fresh excitement
+* Guest / Honorary trustees (like the mayor!) are a good source of fresh excitement.
-* New people give busy people the opp to back out gracefully since they're not letting people down
+* New people give busy people the opp to back out gracefully since they're not letting people down.
-=== On Ideological Splits ===
+== On Ideological Splits ==
-* Major split seems to be between "silent awesome" and "go for famo"
+* Major split seems to be between "silent awesome" and "go for famo."
 * Detroit once reconvened to overturn a grant because one trustee decided the selected project didn't set the right tone for the group. Don't be afraid to speak up after decisions are made. Be diplomatic and sensitive when communicating like this.
-[[category:Saturday]]
+[[category:Summit 2012]]
 [[category:Operations]]

@@ Line 16: / Line 16: @@
 * Boston has 26 members, so about 10-14 show up each time and vote on two grants.
-* Halifax has 30 members, and does three rounds (first round prune, finalist selection, judging a live event) with 10 people, so everyone plays a role somewhere in the funnel
+* Halifax has 30 members, and does three cycles (first and finalist selection, judging a live event, one set off) with 10 people, so everyone plays a role somewhere in the funnel
 * Bigger org makes closeness in a big group harder. You become a bit more of a blob and a bit less of a "team"
 === On Group Harmony ===

@@ Line 5: / Line 5: @@
 == Notes from Greg ==
-- Meeting with grant winners engages trustees and connects them to the projects they're funding.
+Breaking this into major themes I see.
-- Boston has 26 members, so about 10-14 show up each time and vote on two grants.
-- Halifax has 30 members, and does three rounds (first round prune, finalist selection, judging a live event) with 10 people, so everyone plays a role somewhere in the funnel.
+=== General Protips ===
-- In SF, forming personal relationships between the trustees has helped sustain things.
-- In Pittsburgh, meetings are very inefficient, because they're basically social events. Wine, beer, and food slow down the voting, in a good way :) No virtual call ins allowed.
+* Meeting with grant winners engages trustees and connects them to the projects they're funding.
+* Regular structure with people signed on to it makes people more likely to be able to attend.
 [[category:Saturday]]
 [[category:Operations]]

@@ Line 5: / Line 5: @@
 == Notes from Greg ==
-asdf
+- Meeting with grant winners engages trustees and connects them to the projects they're funding.
 [[category:Saturday]]
 [[category:Operations]]

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