ACHD May 30, 2014 Nancy R. Axelrod Founding President ... · Nancy R. Axelrod Founding President,...

transcript

ACHD May 30, 2014

Nancy R. Axelrod

Founding President, BoardSource

www.nancyaxelrod.com

Healthcare

District

Boards?

For Profit

Company

Nonprofit

Charitable

Organizations

One size does not fit all.

Most boards don’t reach their full potential.

Good boards can always be better.

The board’s fiduciary role is essential --- but not sufficient -- for exceptional governance.

It’s not just about the right people on the bus.

Duty of care Duty of obedience Duty of loyalty

• Personal agendas

• Acting independently as individual board members

• Micromanagement

• Disruptive behavior

The Passive Board

The Certifying Board

The Strategic Board

The Intervening Board

The Operating Board

Source: Adapted from “Building Better Boards” by David Nadler,

Harvard Business Review, May 2004

Responsible Stewardship

Intentional Governance Policies & Practices

Board Development & Renewal

Culture of Respect & Inquiry

Strategic Thinking

( www.nancyaxelrod.com

Low-Functioning Boards High-Functioning Boards

Passive and Reactive Highly Interested and Engaged

Unclear Priorities Sharp Focus on Well-Defined Governance Priorities

Spotty Attendance with Low Energy Level

High Attendance and Enthusiasm

A Lot of Listening and Little Discourse

Extensive Questions, Dialogue and Deliberation

Challenges and Disagreement Are Squelched

Constructive Dissent and Debate Are Welcomed

Decision-Making is Pro Forma Decision-Making is Enlivened

Climate of trust and candor

Willingness to share information

Culture that invites multiple perspectives

Commitment to assessment of collective board as well as individual board members

Source: “What Makes Great Boards Great”, by Jeffrey

Sonnenfeld,

Harvard Business Review, Sept. 2002

Governance

Designee

Volunteer

Other?

3. Board meetings can impede strategic

thinking.

From - To -

“supervision” “strategic oversight”

deciding how outcomes are to be achieved

focusing on what the outcomes should be

focus on operations focus on policy & future directions

attempting to run the organization

ensuring that the organization is well run

tactical work strategic thinking

micromanaging macrogoverning

Help shape the organization’s priorities through the strategic planning process.

Align board meeting agendas with goals and priorities.

Focus board work on governing rather than managing.

Allocate time to what matters most to the organization’s future viability and performance.

www.nancyaxelrod.com 18

Collective commitment to mission, vision, and values, & priorities.

Mutually agreed upon roles and expectations.

Resources to walk the talk of a culture of respect and inquiry.

Allocating time to what matters most.

A governance information system to support the Board’s fiduciary & strategic roles.

Treat mission as a guidepost

Ask the right financial questions

Inform your ED and Chair about what you need to be effective

Practice a culture of respect/inquiry

Focus your time on governing vs managing

Help with board succession planning

Respect board/staff reporting lines

Think independently/Act Collectively

Resources

•7 Measures of Success: What Remarkable Associations Do That Others Don’t, ASAE and the Center, www.asaecenter.org. •The Source: Twelve Principles of Governance That Power Exceptional Boards, BoardSource, www.boardsource.org. •Culture of Inquiry: Healthy Debate in the Boardroom, by Nancy Axelrod, BoardSource, www.boardsource.org. •Governing for Growth: Using 7 Measures of Success To Strengthen Board Dialogue and Decision Making, and •The Governing Board: Key Responsibilities for Association Boards and Board Members, by Nancy Axelrod, www.asaecenter.org.

ACHD May 30, 2014 Nancy R. Axelrod Founding President ... · Nancy R. Axelrod Founding President,...

Documents