Staying Mission-Focused
with High Impact Boards

By J. Patrick Traynor

Meet Paula Condol

Paula Condol has served as the executive director of Dakota Children’s Advocacy Center in Bismarck for 24 years.

One in every 10 children in North Dakota will be a victim of sexual abuse by the time they turn 18. Caring for those victims is a daily reality for Paula Condol and her team at the Dakota Children’s Advocacy Center in Bismarck. Last year alone, they served more than 1,000 people, and, with the help of their board, hope to triple their current capacity. To do that, they know they’re going to need a High Impact Board supporting them every step of the way.

Paula and her team recently attended a High Impact Boards retreat, where they were exposed to the IMPACT framework for the first time. We sat down with her to learn about some of the ways the experience changed her approach to working with her board and how she’s learning to leverage them for maximum impact.

What were you and your board hoping to get out of a High Impact Boards retreat?

Paula Condol: At the start of the retreat, my board asked me what the No. 1 thing was that I hoped to get out it. I said that I wanted all of us to feel ignited and energized about the work the board does to support the Center, and I definitely feel we achieved that. We felt the retreat was inspirational, and, at the same time, it offered really usable tools that the board could take with them to increase our commitment to helping the families we serve.  

What have you taken from the High Impact Boards framework and implemented within your organization?

PC: We actually sat down and made a plan for each letter of the IMPACT framework:

I – Imagine the game-changing opportunity that is the CEO.
I committed to holding 1-on-1 meetings with each one of our board members twice per year.

M – Multiply your impact by aiming higher than you ever thought possible.
We created a board job description to help set expectations for what it means to be a DCAC board member.

P – Perfect the plan that propels progress.
We created a designated committee to oversee our “Hope Happens Here” capital campaign.

A – Amplify accountability with the metrics that matter.
We established a board dashboard to help our board stay updated on the most important activities going on within the organization.

C – Communicate effectively and courageously.
We did the HIB Superpower Exercise at a recent board meeting — which is an activity where each board member comes up with what they feel are their unique gifts and contributions to the board — which I then discussed with each board member at our 1-on-1.

T – Take care of the organization by delivering on the details.
With the help of our HR team, we are currently working to develop all essential organizational policies (conflict of interest, governance, 990s, etc.) recommended in the HIB framework.

We understand that none of these things are one-and-done events. It’s a continual commitment to having the best board ever. As we grow, we hope to continue with additional training.

What do you typically discuss at your 1-on-1s with board members?

PC: We keep a very loose agenda, as our main goal is to grow the relationship.

They’re typically about 45 minutes to an hour, and we set them up at a fun coffee house or a restaurant and just discuss how they are feeling about being on the board. We also focus on their superpower and how we can leverage that for impact on the board and our big dream. The discussion tends to just take off from there. 

It has been touching seeing the passion for our mission grow from these meetings, as board members share their reasons why they are committed to our organization. That’s something we can really leverage in our discussions about how to turn that passion into action. 

At its core, High Impact Boards is about a board asking itself how they can serve more people and how they can serve them better. How does DCAC think about that?

PC: I feel that we keep both of those things at the forefront of every meeting. We have some great board members who bring us back to the mission when we are spending too much time on numbers or procedure by saying:

“I want to know how this affects kids.”

This year, we’ve also made a commitment to invite one of our departments to every board meeting to talk about how we are helping children and families and what gaps those departments are facing in better serving them. As part of their presentation, I ask each department to think about and ask the board what they need from the board to fill those gaps.

We also have monthly “Dream Big” meetings with our staff. During these meetings, staff identify the department’s goals they are working toward during the year and celebrate accomplishments in serving our families better.

How has a dashboard changed the way DCAC operates?

PC: Having a dashboard helps collect the most important board information into one place. This keeps the board on track; starts a jumping-off point for discussions; and, at times, saves precious time during meetings.

A subcommittee of the board came up with headings they felt were important to them to know on a high level and items that would facilitate deeper communication during meetings. This includes:

• Mission Moment –Specific stories where we have helped families. This also gives them stories they can use as they are out sharing our mission.

• How Can You Help? – Ideas on ways the board can help and get more involved.

• In the News – Media and places where DCAC has been highlighted

• How Staff Are Doing (not pictured) – A section that gives data on staff wellbeing. Working in the trauma field, the board was concerned about the toll this takes on staff well-being. We employ a culture survey that monitors this and rates where we are at.

• Service Numbers (not pictured) – Our numbers compared to the same time last year and by locations.

Check out an excerpt of DCAC’s dashboard below: