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BUILDING BLOCKS FOR SUCCESS Leadership Institute March 2006.

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Presentation on theme: "BUILDING BLOCKS FOR SUCCESS Leadership Institute March 2006."— Presentation transcript:

1 BUILDING BLOCKS FOR SUCCESS Leadership Institute March 2006

2 OUTCOMES BASED GOVERNANCE >DETERMINE DESIRED OUTCOMES >DEFINE PROCESSES REQUIRED TO ACCOMPLISH >CREATE GOVERNANCE FRAMEWORK

3 GOVERNANCE FRAMEWORK H TRADITIONAL VIEW – BOARD --- POLICY – STAFF --- OPERATIONAL H CARVER MODEL – BOARD --- ENDS – EXECUTIVE DIRECTOR --- MEANS H CHAIT/RYAN/TAYLOR B FIDUCIARY B STRATEGIC B GENERATIVE

4 GOVERNANCE MODELS Board as Committee of the Whole Strong Executive Committee Committee Oriented Standing Committees Standing Committees/Project Committees/Strategic Action Teams Staff Driven

5 FUNCTIONAL STRUCTURE OPTIONS Corporate Model Event/Project Driven Strategic Framework

6 WORK GROUP OPTIONS Standing Committees vs Project Teams Teams vs Committees Use of Experts Staying Connected As a Board Committee/Team Leadership

7 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 Carver Boards That Make a Difference

8 ENDS VS MEANS ENDS=OUTCOMES RESULTS ACCOMPLISHMENTS IMPACT

9 ENDS VS MEANS ENDS=OUTCOMES RESULTS ACCOMPLISHMENTS IMPACT MEANS=PROCESS SYSTEMS PROCEDURES METHODS ACTIONS ACTIVITIES

10 WHAT CAPABILIIES AND SKILLS WOULD YOU LIKE FOR YOUR BOARD?

11 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

12 THE GOVERNANCE TRIANGLE Governance As Leadership Governance as Leadership Type I Fiduciary Type II Strategic Type III Generative

13 FIDUCIARY STRATEGIC GENERATIVE GOVERNANCE INTEGRATION

14 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

15 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

16 EXECUTIVE RESPONSIBILITIES Connect programs/actions to the Organizations Purpose Develop/Implement Effective Means People Programs Communicate Success/Failure/Change Serve our Constituents

17 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

18 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

19 WHAT GETS MEASURED GETS DONE WHAT GETS REWARDED GETS REPEATED PLANS INTO OUTCOMES

20 MEASUREMENTS TRACKING ACTIONS Put it on the Agenda Hard and Soft Measures Evidence vs. Proof CONSENT AGENDA AS A TOOL

21 LEADERSHIP IS: THE COURAGE TO ESTABLISH AUDACIOUS GOALS CLEARLY COMMUNICATING THE STRATEGIES FOR ACHIEVING THEM MANAGING THE IMPLEMENTATION PROCESS JAY CONGER


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