Suzanne Wilson

I value the high quality of food they provide, the opportunity to support the economic model of co-ops, and I feel very aligned with the values expressed by the Co-ops Ends. I want to do what I can to support the co-op in meeting those stated Ends.

I do my best to bring open-mindedness, being solution-oriented and focusing on relationship building. I also enjoy learning about the nuances of policy and thinking about choosing the best metrics to measure the things that are important to us. 

To assure that the Food Co-op as an organization is making good progress towards our stated Ends, primarily through support and oversight of the General Manager. We can do that by relying on the board’s governing documents as much as possible. The board is also responsible for regular review of the board Policies and is responsible for revising any policy that could better support the Board and GM in reaching our Ends.

Yes, I am currently serving on the board of Color of Sound, a local non-profit organization that focuses on supporting Black filmmakers as a means of expanding visibility of Black culture and expanding cultural / interculture awareness in the PNW.  I have also served in strategic leadership roles in my professional life where interpreting regulations and interacting with many different regulatory bodies was a central part of my work.

The International Cooperative Alliance (ICA) defines a co-op as an “autonomous association of persons united voluntarily to meet their common economic, social and cultural needs and aspirations through a jointly owned and democratically-controlled enterprise.”  The interests of the Food Co-op member-owners are addressed in the Food Co-op’s governing documents, and as a general rule, its Articles of Incorporation and by-laws address the protection of the economic investment of member-owners and additional principles around joint ownership and democratic governance. The policies address how the board has agreed to go about meeting the interests of member-owners. I believe this means that in all board decisions, I would consider all aspects of member-owners’ interests as specified in the governing documents, but also the larger spirit that is articulated in the ICA co-op definition. In situations where different elements of member-owners’ interests are in conflict, I will work with the rest of the board to find a solution that best serves those interests. Because member-owner interests will not always be aligned, I would interpret the “undivided loyalty" called for in the Code of Conduct as consistently acting for the highest expression of the Ends of the Food Co-op. This of course includes considering only the parties named in the governing documents: the member-owners, the Food Co-op, and the community (as stated in the Ends). 

Member surveys, listening sessions with member-owners, and communications received by the board and the GM about shoppers’ experiences are all opportunities to listen with openness and curiosity. Employees’ voices need to be heard as well, as they have the most direct experience with customers.  I will also ask who we have NOT heard from, and how can we understand their needs and interests.

A culture that values openness, curiosity, and all team members’ perspectives can provide the environment in which the recognition and acknowledgement of mistakes is viewed as a strength that directly benefits the team rather than a weakness to be hidden.  In my work, we have a regular forum for colleagues to bring challenges to the group for discussion and problem-solving. From these discussions we often gain knowledge that will improve everyone’s work and make everyone’s life a little easier. We all trust that we will not be viewed as flawed for making a mistake.  More generally, I believe that a willingness to learn from our and others’ mistakes and also to do what is necessary to repair relationships, are strengths that allow a community to function and thrive.

The conclusions from Google’s Project Aristotle, which looked for predictors of high performance of a team, found that the strongest predictor by far of a team’s success was the psychological safety of the team.  The teams that felt safe to take risks, make mistakes, and learn from each other, were the most successful.  This finding aligns with my personal experience as well.

My strongest skill may be my faith in the process of a well-functioning team.  I listen closely and work to find a solution that everyone in the group will find at least acceptable. My experience on cross-functional teams working in a highly regulated environment has taught me that considering diverse views, while not always comfortable, consistently leads to the best outcomes. Solutions that do not consider all perspectives are more likely to crumble when tested. Challenges for me arise when I am rushed, tired, or stressed out and I feel impatient. I am careful to avoid these states when making important decisions like any work I would have on the board.

I believe a good group decision must be thoroughly considered by hearing from all relevant voices, discussing what criteria and information are important in making a decision, getting all the information we can, and then discussing until we reach consensus or at least until every member feels their point of view has been heard and documented. Considering the risks and potential benefits for different choices is a big part of that. Because I trust this process, I will be able to accept a well-considered decision regardless of my personal opinion.

To allow the GM maximum flexibility to make their best decisions, the policies only specify what the GM may NOT do. This functions to give the GM measurable limits to their interpretation of the governing documents without otherwise telling the GM how to fulfill their role. Monitoring compliance with these policies through regular reporting and trend surveillance allows the Board to fulfill their duties to monitor progress towards the Ends of the Food Co-op and provide clear guidance to the GM.  The board may need additional reports from the GM to fully understand the level of compliance with a particular policy, but the goal will be to provide clearer guidance and not to dictate actions.