Presentation on theme: "History essay or rich information re performance? Elaine Hines – Manager Professional Development NZSTA."— Presentation transcript:
History essay or rich information re performance? Elaine Hines – Manager Professional Development NZSTA
Objectives What is the role of the principal/CEO? What enhances good reporting? What are our expectations? What could this look like?
The responsibilities of an organization's CEO are set by the organization's board, or other authority, depending on the organization's legal structure. They can be far-reaching or quite limited and are typically enshrined in a formal delegation of authority.
As a leader of the company, the CEO advises the board of directors, motivates employees, and drives change within the organization. As a manager, the CEO presides over the organization's day-to-day operations. [ [
In order to make the right decisions trustees must base them on good quality, timely information on how the school is performing.
A more proactive board culture tops the list of actions to improve effectiveness What will improve Board effectiveness Shape meeting agendas More probing Board culture Mgmt support for probing Process to evaluate Board Improve caliber of individual directors Separate CEO & Chair Lead Director More proactive board culture
Boards also need to reinvent how they operate … Lack of tools and processes providing early warning signs Amount and type of company information Board culture What are the impediments to monitoring business performance? (Top 3 concerns) Willingness of directors to challenge the CEO Directors do not have enough time Insufficient operating management discussions Lack capabilities within Board of Directors
It is the role of the board to determine the “what” and the role of the principal to determine the “how”, but this must be done within rules of conduct and limits of risk set by the board. Trust — but verify — management stewardship Challenge assumptions and monitor progress
Quality not quantity Not an excessive amount of operational detail Do not weaken the board’s strategic focus Must be tailored to the board’s needs Culture of trust and openness
Who is the board report for? Who should determine what’s in it? Should the board discuss this?
Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence. Helen Keller