Ken Rogers

I feel it is important to not only be active within our community but to give back however I can. I have over 20 years of experience with non-profit boards and believe I can be of value to the Co-op and board with this experience. The Co-op plays a vital part in our community and our member-owners take great pride in being a part of it. This is wonderful place to shop and a refreshing, grassroots change from the bigger, busier corporate stores.

I have always embraced a democratic, team approach to management. At the healthcare center I managed, from the morning huddles to strategic planning sessions, everyone had an equal voice. This makes for a better culture with the staff which then reflects itself in a better customer experience. I also do not shy away from conflict management and resolution. People may not always get their way but I try to help everyone understand the source of conflict and achieve an equitable solution. Being fairly new in town, I believe I can offer a fresh, unbiased perspective.

I also have a long background in business management along with previously serving on the board of a utility cooperative. I am very familiar with the financial aspect of a business, particularly cooperative financials which can be complicated.

The role of the Co-op board is best defined by the four pillars of cooperative governance:

Strategic Leadership
Accountable Empowerment
Teaming
Democracy

Our responsibility is to be the strategic leadership of the cooperative, following the cooperative’s values and principles. It is important that our decisions and policies are driven by these values and principles, acting in the best interest of our employees and member-owners.   The board manages one employee, the General Manager. It is not our job to manage the operations or day-to-day business of the cooperative. 

I am currently on the board of a number of small, non-profit organizations in Colorado including two therapy dog groups along with a running series and an adaptive snowboard program. Recently I was on the board of a large electric/broadband cooperative where I served as vice-chair as well as the chair of the policy committee and employee housing committee. I also was part of organizing a broadband startup company within the cooperative and was on the executive selection committee.

In the boardroom we wear just one hat, that of the Co-op. Nobody should come into the board with a personal agenda with the goal of using their position for their own gain, financially or otherwise. As a board member we need to be impartial and objective, always acting in the best interest of the Co-op and the member-owners. If a decision needs to be made that would effect or be in conflict with a board member’s position with another group or another interest, they need to communicate that and recuse themselves from any part of that decision. Any and all conflict of interests, real or perceived, need to be known and acknowledged. Full transparency at the onset goes a long way in avoiding future conflicts.

I view the diversity of our member-owners as an asset that should be appreciated. I also believe most of our member-owners see that in the Co-op which is one of the reasons they joined. Although the needs and interests can be widely varied, the decisions that are made need to encompass an objective and balanced approach. This approach should include the Co-op’s principles and values, willingness to learn and adapt and seek common ground. We also have to recognize the financial stability of the Co-op and long-term sustainability. To do this, each perspective needs to have the same value. I am willing to offer mine with the understanding it is just that, one of over 7,500 viewpoints.

Owning up to mistakes is tough—we’ve all been there. A healthy workplace treats mistakes as learning opportunities, not blame games. It starts with listening—understanding what someone was thinking and how things went wrong. Sharing your own missteps can help make it easier for them to own theirs. Finally, work together on a better approach. This way, they take responsibility not just for the mistake but for the solution too.

To a certain degree, everyone needs to posses each of these skills and particularly I enjoy listening to the views and perspectives that others have to offer. Respectful debate is not an argument but should be a learning process for everyone. I believe the most challenging aspect for most people is accepting a decision they disagree with however, when committing to serve on a board, it’s essential to understand that this is part of the process.

Previously as a board member of a cooperative, we had to decide if we wanted to renew our contract with our CEO (general manager) who had been with the cooperative for 14 years. Although they had been a dedicated employee and had guided the cooperative through some large challenges and changes, the culture within the cooperative needed improvement. Initially we were divided 5-4. We then engaged in a structured way to determine if the change was truly needed. This process involved lengthy dialogue with each other, senior management, consultants and the CEO. Ultimately it was a near unanimous decision not to renew the contract.

I believe successful decision making by any group or board needs to be transparent, inclusive and driven by the Co-op’s principles and values. There should be a framework to the decision process, articulation as to what the goals are, clear and concise communication (sometimes challenging with online meetings) and respect for everyone’s viewpoints. As an example, during the pandemic our team of county-wide healthcare providers debated how and where to allocate limited resources. Some members pushed for an approach that prioritized acute cases, while others (myself included) argued for a balance between acute cases and our more typical chronic care. Unfortunately, the decision-making process was rushed, and not everyone’s perspectives were fully considered. The lack of thorough discussion led to frustration, and while the final decision wasn’t disastrous, it could have been stronger with a more inclusive process.

I believe through the system of Ends Policies, the board defines the desired outcomes for the Co-op, ensuring that its mission and values guide decision-making consistent with our bylaws and the best interests of our owners. Governance policies establish boundaries within which the general manager operates, preventing unacceptable actions while allowing flexibility in day-to-day operations. The goal is to ensure accountability without unnecessary interference. The board supports the general manager by maintaining open communication, providing resources and upholding a culture that fosters collaboration and success.