building blocks for success leadership institute march 2006
TRANSCRIPT
BUILDING BLOCKS FOR SUCCESS
Leadership InstituteMarch 2006
OUTCOMES BASED GOVERNANCE
>DETERMINE DESIRED OUTCOMES
>DEFINE “PROCESSES” REQUIRED TO ACCOMPLISH
>CREATE GOVERNANCE FRAMEWORK
GOVERNANCE FRAMEWORK
TRADITIONAL VIEW– BOARD --- POLICY– STAFF --- OPERATIONAL
CARVER MODEL– BOARD --- “ENDS”– EXECUTIVE DIRECTOR --- “MEANS”
CHAIT/RYAN/TAYLOR FIDUCIARY STRATEGIC GENERATIVE
GOVERNANCE MODELS Board as “Committee of the
Whole” Strong Executive Committee Committee Oriented
Standing Committees Standing Committees/Project
Committees/Strategic Action Teams
Staff Driven
FUNCTIONAL STRUCTURE OPTIONS
Corporate Model
Event/Project Driven
Strategic Framework
WORK GROUP OPTIONS Standing Committees vs Project
Teams
Teams vs Committees
Use of “Experts”
Staying Connected As a Board Committee/Team Leadership
An organization can become so permeated by the belief that well-intended or reasonable actions (rather than results) are the reason for existence that no one realizes something is awry. A striking example is the allegiance given to services and programs as if they were results. Services and programs are often treated as if they have value in themselves; however, these are only packages of prescribed activities. Under a results orientation, services and programs are seen only as means to some end. It is that end that should be judged.
John CarverBoards That Make a Difference
“ENDS” VS “MEANS”“ENDS” = OUTCOMES
RESULTS
ACCOMPLISHMENTSIMPACT
“ENDS” VS “MEANS”“ENDS” = OUTCOMES
RESULTSACCOMPLISHMENTSIMPACT
“MEANS”= PROCESSSYSTEMSPROCEDURESMETHODSACTIONSACTIVITIES
WHAT CAPABILIIES AND SKILLS WOULD YOU LIKE FOR YOUR BOARD?
“STAFFING” THE BOARD Traditional View
Wealth Wisdom Work
Collins Right People on the Bus People in the Right Seats
Governance as Leadership Fiduciary Strategic Generative
THE GOVERNANCE TRIANGLE
GovernanceAs
Leadership
Governance as Leadership
Type IFiduciary
Type IIStrategic
Type IIIGenerative
FIDUCIARY STRATEGIC
GENERATIVE
GOVERNANCE INTEGRATION
PERSONAL COMMITMENT & CONTRIBUTION Fiduciary
Personal Contribution Relationship Building Active Participation in Fund Raising
Strategic Focus on Mission Setting Audacious Goals
Generative Doing the Right Things
TRUSTEES - RESPONSIBILITIES
SET POLICY/OPERATIONAL PARAMETERS ENGAGE/EVALUATE LEADERSHIP ASSESS PERFORMANCE
- ADHERENCE TO PURPOSE/CORE VALUES- OPERATIONAL- BOARD EVALUATION
COMMUNITY ADVOCACY ASSURE SUSTAINABLE FINANCIAL
RESOURCES
EXECUTIVE RESPONSIBILITIES Connect programs/actions to
the Organization’s Purpose Develop/Implement Effective
Means People Programs
Communicate Success/Failure/Change
Serve our Constituents
BREAKOUT DISCUSSION
What should be our Governance Model?
What should be our Committee Structure/Roles
How can we clarify Board/Staff roles
How do we focus on Outcomes
BREAKOUT GROUPS
* Red – Harbour/Miles/Harper/Taylor Rodgers/Hodges/Gales/Flaherty* Blue – Kleissier/Dickey/Field/Bowen/ Freeman/Langham/Mumma/ Litman/Wilcox* Brown – Lechner/Rasmussen/Lawson/
Thomas/Kemp/Sullivan/Hanan/ Ruskin
WHAT GETS MEASURED GETS DONE
WHAT GETS REWARDED GETS REPEATED
PLANS INTO OUTCOMES
MEASUREMENTS
TRACKING ACTIONS Put it on the Agenda Hard and Soft Measures Evidence vs. Proof
CONSENT AGENDA AS A TOOL
LEADERSHIP IS:
“THE COURAGE TO ESTABLISH AUDACIOUS GOALS”
“CLEARLY COMMUNICATING THE STRATEGIES FOR ACHIEVING THEM”
“MANAGING THE IMPLEMENTATION PROCESS”
JAY CONGER