In addition to his or her constitutional duties, the president, as the chief officer in the local, regularly takes on other roles and responsibilities. As the spokesperson of the union leadership to the rank-and-file membership, the president should regularly communicate the union’s vision, direction, and goals. The president must also be a good listener and should seek out the views and ideas of fellow officers as well as those of the membership. The president’s role is like that of a team captain, one who can focus on issues and problems and motivate people to work together toward achieving common goals. The president is also the union’s representative to the community. Finally, the president is the union’s ceremonial officer on such occasions as initiation of new members or installation of newly elected officers.


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Letter of appointment for directors

Co-operatives UK recognises the value of providing new directors (including elected directors and co-opted professional external directors) of co-operatives with a letter of appointment which sets out what will be expected of them. The following letter is designed to be a guide for co-operatives, we suggest that some co-operatives may not use all of the contents of the letter and may need to tailor it to accommodate their requirements. It is based on the ICSA guidance: a sample non-executive’s director’s appointment letter.

AIEA Presidential Stream: Key Responsibilities President-Elect

Attend all board meetings (fall and February meetings: in-person; summer meeting is virtual) Serve as member of the nominating committee, presidential fellows committee, and thematic forum committee. Serve as a part of the

The Dialogue

Fifteen questions to dialog between incoming president and chief staff executive

Board Member Exit Interview

Thank you for serving on the Board of Directors. We’ve asked the Nominating Committee to conduct this brief interview so we gauge volunteer satisfaction and make improvements. Input will be confidential for the Committee to compile and make recommendations to board and staff.

Succession Plan - CEO -Chamber

Originally adopted by the Chamber of Commerce Board of Directors in December 2000, the Strategic Plan outlined the preparation of a leadership succession plan. The original purpose of inclusion of a leadership succession plan was to provide a seamless and orderly transition to new leadership that upholds the Chamber’s organizational principles and philosophies and continues the Chamber’s leadership position within the community.

A Word about Succession of the CEO

When the board asks, “Have you thought about retirement,” it should be considered a compliment – not a challenge. The board is indicating concern for the valuable CEO and is fulfilling their duty to protect the organization by knowing the process and anticipated future.

Board Chair and Chief Executive Communications

What makes exceptional organizations exceptional? One of the key ingredients is a constructive partnership between the board chair and the chief executive. But, just like any relationship, building and maintaining the board chair–chief executive partnership calls for hard work by both parties — and communication is key

The Many Responsibilities of the President of the Board

The president's powers are derived from the bylaws of the cooperative. Decisions are made by the board acting together. Each board member must act in the best interests of the cooperative, without consideration for self interest or personal gain. Between board meetings or in a crisis situation, the president ( or the Executive Committee) can make decisions, which should then be ratified by the board at its next meeting.

Board Chair

The partnership of the board chair and chief executive provides a structure for accomplishing the tasks of the organization. Governance and management complement and support each other — together focused on mission through different perspectives and actions. The partnership itself is critical in providing a communications headquarter for sharing information, addressing issues, and planning next steps appropriate to the individual and collective responsibilities.

Distinctive Roles of the President-Elect, President and Immediate Past-President

Three board seats --- president, president-elect and immediate past-president1 --- form a vital team for advancing an organization’s mission and goals. While each position has distinct duties, they work best in a cooperative manner for the benefit of the board and members.

Document Destruction

Nonprofit organizations should have a written, mandatory document retention and periodic destruction policy. Policies such as this will eliminate accidental or innocent destruction. In addition, it is important for administrative personnel to know the length of time records should be retained to be in compliance.

Creating Their Own Handbook

This tool is not a completed handbook for your cooperative. Rather it is a framework for you to use in creating a handbook for the members of your cooperative’s staff who work in California. It does not contain every potential policy your cooperative may need or want to include for optimal staff management and retention. Rather, it includes policies that help to manage common workplace issues and essential policies to comply with federal and California state laws.

Coaching The Board President

Having consulted with thousands of nonprofit organizations (associations, chambers, fraternities and other nonprofit groups) I have compiled the articles that resonate with volunteer leaders.

Officers Handbook

Officers Handbook will help you meet the challenges and make the most of the opportunities that lie before you. It is a practical guide that contains tips and “food for thought” on how to meet your important responsibilities.

Presidential Stream: Key Responsibilities

Presidential Stream: Key Responsibilities Chart

100+ Tips for the Incoming President

100+ Tips for the Incoming President Chart

A Word about Succession of the CEO

When the board asks, “Have you thought about retirement,” it should be considered a compliment – not a challenge. The board is indicating concern for the valuable CEO and is fulfilling their duty to protect the organization by knowing the process and anticipated future.

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