meaningful board meetings · 2016-05-19 · 4 managing meetings the goal: thoughtfully prepared...
TRANSCRIPT
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1 Wednesday, May 18, 2016
Meaningful Board Meetings
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Silent Start
How do you spend most of your time
at board meetings -
Looking back or looking forward?
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Our Goal – More Effective Boards and Board Meetings!
Dysfunctional
Functional
Responsible
Dramatic disengagement,
conflict
Of no real
consequence
Compliant
Anticipate,
plan, see
opportunities
Unconscious Conscious Enlightened
Exceptional
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Managing Meetings
The Goal: Thoughtfully prepared agendas that provide time for meaningful discussion.
Consent agendas
Generative conversations
Use of dashboards
Evaluation
Other tools
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An Effective Agenda is • Developed by Board Chair and the chief executive
working together
• Incorporates high-impact issues from Committee Chairs for discussion
• Gives all board members have a role to play
• Builds in time for strategic and generative issues
• Allots time for board learning and relationship building
• Is clear about the outcome you expect
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Consent Agenda
• Written set of proposals that requires board action but not discussion/debate (e.g., minutes, dates of meetings)
• Circulate to board in advance
• During meeting, remove any issues that the board would like to discuss
• Board votes approval of amended agenda and moves on to critical issues
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Other Tools • The Silent Start
Pose a question that everyone thinks about silently to set the context for your meeting
• Mission Moments Have someone (board member, staff, volunteer, client) share a meaningful moment from the past month that shows your mission in action.
• KPAWN Keeps the President Awake at Night – asking this question can lead to interesting discussions
• Electing a devil’s advocate If your board tends to agree on most things, sometimes it is helpful to elect a “devil’s advocate”
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Sample Agenda Topic Time Process Outcome
Welcome and Chair’s Remarks
5 Open the meeting
Review Agenda 5 Agree or modify
Mission Minute 5 Share Focus on Mission
Consent Agenda Approval of last minutes Chief Executive’s Report Treasurer’s Report Committee Reports
10 Motion Approval
Approve consent topics
Collaboration Proposal 30 Report Discuss Agree
Decide whether to proceed with proposal
Review Agreements and Action Items
10 Commit to agreements and action items
Adjournment 2
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Meeting Evaluation
+
Participation Info ahead of meeting
Candor Fewer topics (longer conversations)
Facilitation Info items on consent agenda
Disagree Agree Suggestions for
Improvement
Minutes
distributed in a
timely manner
Agenda allowed
enough time
Supporting docs
circulated before
the meeting
All board
members were
present
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Exercise
• Determine the Outcome and Process for the example agenda items.
• Add a couple of agenda topics from your past meetings, and complete the Outcome/Process columns.
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Dashboards
• Present succinct, easily readable performance indicators
• Provide early warning indicators
• One- to two-page document with graphs, charts, tables, or columns - and limited text.
• Incorporate into board meetings to focus attention on trends
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Scorecard Dashboard KEY
Minimal or no progress
Slightly off Track
On Track
Objective Achieved!
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Graphic Dashboard
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The 3 Modes of Governance
Type I Fiduciary Oversee operations, monitor organizational conformance, and ratify policy.
Type II Strategic Scan environments, review/modify the strategic plan, and monitor organizational performance.
Type III Generative Explore and frame challenges, think creatively, and make sense of circumstances.
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The 3 Modes of Governance Type I
Fiduciary Type II
Strategic Type III
Generative
Board’s role Steward Strategic Sense-maker
Key question What’s wrong?
What’s the plan?
What’s the key question?
Problems are to be:
Handled Solved Framed
Way of deciding
Reach resolution
Reach consensus
Reach understanding
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• Typical board meeting discussions stay in the Fiduciary or Strategic Mode.
• How could you incorporate more generative discussions into your board meetings?