In a time when organizations are navigating generational change, evolving leadership expectations, and shifting workforce dynamics, cooperative boards have a unique opportunity to lead differently, anchored in values, purpose, and shared ownership. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Vice President of Organizational Development for FCCS Jay Lux, and Angie Coleman, Organizational Development Consultant with FCCS. Their conversation centers around director strategies for connecting with the spirit of cooperative identity so that every choice made in the boardroom strengthens both the organization and the people it serves.

Episode Insights Include:

What makes cooperative governance distinct?

• The cooperative structure is made up of the members, for the members.

• Decisions made by the board directly impact those whom it serves.

• Boards include member-owners of the organization.

• Cooperative governance starts with member benefits, not shareholder return.

• Decisions are made with and for the people that the board serves.

• Cooperatives exist to create value with their people.

The future of cooperative boards

• As businesses grow in complexity, cooperative boards offer insights into how to best serve their members.

• Shifting workforce and generational shifts are aligned with what cooperatives value.

• Board focus is shifting toward what really matters to employees today.

• The collaborative nature of how organizations are structured and governed is revealing.

• Key differentiators between corporate and collaborative structures benefit the patrons of the cooperative, rather than the owners.

• Cooperatives exist to create value with their people.

• These principles matter in today's current landscape more than ever before.

Three leadership challenges that cooperatives address

• Employees are distrustful of organizations that value profit over people.

• The triple bottom line affects consumer and employee decision making.

• Workforce expectations have shifted toward what the cooperative structure offers.

• The cooperative model is uniquely positioned toward employee expectations.

• Performance and purpose are effectively addressed by the cooperative model.

Board decision-making principles in the cooperative model

• All seven cooperative model principles may show up in the boardroom at any given time

• Cooperative boards are focused on long-term viability of the business, and ultimately, the member-owner.

• Annual returns are positively impacted by the cooperative model.

• These principles are the foundation for the structure and purpose of the institution.

Employee engagement and good governance

• Employees today expect transparency, participation, and purpose.

• Employees want to know the why behind decision making.

• High-performing teams have clear expectations, visibility, and effective feedback loops.

• When people understand the why, the don't just buy-in, they believe-in.

• Board decisions need to reflect employee needs.

• Respectful dissent in the boardroom is addressing conflict done well.

• Healthy conflict requires getting curious and asking clarifying questions.

Shifting governance expectations in the face of leadership transitions and increased complexity

• Demographic changes for management transitions with the new generation.

• Growing organization size creates new complexities.

• Technology advancements are regular conversations in today's boardroom

• Businesses are run of people, by people.

• Regulatory landscape requirements have made business operations increasingly challenging.

• Individual expertise must be balanced with collective decision making at the board level.

Effective board and management collaboration and education

• Preliminary preparation is essential for effective conversations.

• Engage in robust debate about ideas, not individuals.

• The executive session is a powerful tool for meaningful board discussions.

• When in doubt, bring in a subject matter expert.

• Directors have a responsibility to build regular learning into the boardroom.

• Annual board performance reviews are essential.

• Succession planning should be embedded throughout the boardroom culture.

This podcast is powered by FCCS.

Resources

Connect with Jay Lux — Jay Lux

Connect with Angie Coleman — Angie Coleman

Get in touch

[email protected]

"Cooperative governance starts with member benefits, not shareholder return." — Angie Coleman

"Cooperative boards are focused on long-term viability of the business, and ultimately, the member-owner, not just the profit of the cooperative institution itself." — Jay Lux

"When people understand the why, the don't just buy-in, they believe-in." — Angie Coleman

"In the cooperative model, it's not optional to have a voice. It's part of the cooperative principle." — Angie Coleman