Association leadership

Association Leadership and

Governance

© Signature Resources 2015 1

Faculty Les Wallace, Ph.D.

AANA Region 2 Director: Debbie Barber, CRNA, DNP, MS

March 21, 2015

Final Exam

My goal today…

You will act on something

to advance governance leadership!

© Signature Resources Inc. 2015 2

Leading in the 21st Century

“When best selling authors

bore you, you think it’s your fault.”Jim Collins


My Best Seller…

Right Behind Good to Great

30 dimensions of Contemporary

leadership

New research on leadership

development and succession

Ten 21st Century Legacy needs

Gobs of other great stuff


Speak to 20,000 / year on Leadership

Another Best Seller…

Right Behind Good to Great

© Signature Resources 2015

Bringing governance out

from the Shadows of the 1950s.

5

Who is this guy?

Ideal 21C job: Grandparent!

University professor / administrator

Hospital administrator—traditional Board

International consulting company…

Touch 20,000 people yr. / Coach 28 Execs / 17 Boards a year

50% for-profit / 50% government & not-for-profit clients

Served on a Bank Board of Directors

Serving on Counterpart International Board

Serving on World Future Society Board© Signature Resources 2015 6

300+ Boards

1,000+ Board Meetings

Over 100 Board Assessments


The BAD, the frustrated, the disengaged.

7

And then there’s committee work…


A dark alley down which good ideas are led to be strangled!

8

What is

The Future of

Association Governance?“The future is already here—it’s just not

evenly distributed yet.”


Let’s see if we can do something about that!

What is The Future of

Association Leadership?

“The ever Present Future”

Benchmark, Read the Governance literature, call in the experts.



Synthesis of Elements of Governance

The

Professional

Association

Curse: “Old Wiring in a

New Era”


Tradition—old models remain unexamined.

Time—dangerously slow to upgrade.

Timidity—we might hurt someone’s feelings.

Inexperienced leaders at the state level.12

Courage to Re-Wire the Model


Race for Relevance: 5 Radical Changes for AssociationsH. Coerver & Mary Byers, CAE, 2011

The End of Membership As We

Know It, Sarah Sladek, 2011

Maximum Engagement C. David Gammel, 2011

Governance as Leadership:

Reframing the Work of

Nonprofit Boards,

Richard Chait,2005

Leadership

Governance Leadership Leadership is helping others find their own leadership in a

journey to personal and professional accomplishment: as

individuals, teams, & organizations.

Governance leadership is a responsibility to serve as a

“trustee” of the profession by sustaining a viable and

relevant association who serves member interests.

Let’s take a separate look at each forms of leadership.


21st Century Leadership

All humans struggle with two common issues…

1. We want to be successful—with our work, our

families and our lives.

2. We are unable to predict the future.

That’s why leadership matters so much!


People Everywhere

Want to be respected.

Want to feel valuable.

Want to be successful.

They Are uncertain about their future.

Get complacent when times are going well.

Wonder what their leaders are thinking.


Traditional Views

of Leadership Position of power over budgets and people.

In charge of others.

Directing decisions about the future.

Leading the creation of new products, services, processes, partnerships.

Recognized by others as the “face” of the department or organization.

Elected, so, therefore, must be a leader.


Leading in the 21st Century

“Leaders don’t create followers…

…they create other leaders!”


Contemporary Views

of Leadership

Leaders are servants to families, communities, work teams and organizations.

Leaders develop other leaders.

Leaders are transformational voices—helping us all keep up with change.

Leaders help craft and achieve “common energizing visions.”


“A good leader inspires people to have confidence in the leader,

a great leader inspires people to have confidence in themselves."

Leadership out the the 20th Century and

into the 21st Century

From “Heroic” to “Transformational”

“Whereas the heroic manager of the past knew all, could do all, and could solve every problem, the post-heroic manager asks how every problem can be solved in a way that

develops other people’s capacity to handle it.

Charles Handy, The Age of Reason


Servants or Commanders“No one likes to be bossed!”

“The servant-leader is servant first… It

begins with the natural feeling that one

wants to serve. Then conscious choice

brings one to aspire to lead.”

“That person is sharply different from one

who is leader first because of their need to

fulfill an unusual power drive…The leader-

first and the servant-first are two extreme

types.”


Servants or Commanders

“The difference manifests itself in

the care taken by the servant-first

to make sure that other people’s

highest priority needs are being

served.

The best test, and difficult to

administer, is:

Do those served grow as

persons?”


Points to Ponder

Leaders of the future are known less by what they control and more by what they shape.

“The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” Peter Drucker, 1993


Servant Leadership

How many people are in the sales business?

Influence and facilitation of “our” decisions

rather than command.

Facilitators use phrases such as:

“What about?”

“Does this fit?”

“Could this be another option?”

“Here are some ideas I’ve been thinking about.”


21st Century Leadership

Points to Ponder

Distributed leadership vs top down

“The most pernicious myth of all is that leadership is reserved for only a few of us.”

“When we liberate the leader in everyone,

Extraordinary things happen!”


Questions for You?


When’s the last time you believe you behaved as a

“servant leader?”

Coached? Mentored? Is there a difference?

Facilitate?

Develop someone else’s leadership capacity /

perspective?

Supported someone else behaving as a leader?

Building Leadership

in your Sphere of Influence

Leadership is really this simple:

Help others be as successful as they can be.

Help others gain knowledge and develop new skills.

Help others anticipate the future of their work and organization to reduce surprise.

Help others adapt to the transformation of their work and organization--anticipate and cope.

Help your entire organization / profession continue to innovate and transform to stay relevant and vibrant.

And in all things, remain honest and true to your values.


Sets of Leadership Competencies

Vision: external awareness, strategic thinking, energizing vision.

Transformation/Adaptation: leading transitions, process redesign, facilitating innovation, developing alliances.

Developing leaders @ every level.

Communication: transparency, coaching/mentoring, influence/negotiating, interpersonal competence.

Customer /patient focus: quality, value, service, inclusion.

Self: integrity, continuous learning, personal/professional balance.

A Legacy of 21st Century Leadership, Wallace, Trinka

The Extraordinary Leader, Zenger, Folkman


21st Century Leadership Competencies


CEO Leadership Competency Governance Competency

Visioning

External awareness

Critical, strategic thinking

Creating an energizing future vision

Analyzing the changing environment

Critical, strategic thinking

Creating an energizing future vision

Adaptation/Transformation

Leading transitions

Leading work process/systems re-design

Sponsoring continuous learning

Facilitating creativity/innovation

Developing partnerships/alliances

Initiating organizational change

Leading large organization

transformation

Continuous governance development

Breakthrough thinking

Developing partnerships/alliances

Developing Leaders @ Every Level

Distributing accountability for outcomes

Creating involvement in decision making

Developing/leading multifunctional teams

Leadership development

Leveraging diversity

Committee functions distribute

leadership

Assuring inclusive member input

Engaging member leaders

Finding / growing the next generation

Leveraging diversity

Source: A Legacy of 21st Century Leadership 29

21st Century Leadership Competencies


CEO Leadership Competency Governance Competency

Communication

Openness/transparency of information

Coaching / mentoring

Influence/negotiating

Interpersonal competence (emotional intelligence)

Openness/transparency of

information

Direct/professional/timely feedback

Influencing / negotiating

Interpersonal competence

Customer/Member Focus

Member value and satisfaction focus

Products/services designed with member input

Quality improvement/Risk management

Constituent value & satisfaction

focus

Constituent input

Enterprise risk management

Self

Values/ethics

Continuous learning

Personal / professional balance

Integrity / credibility

Continuous learning

Personal / Professional balance

Source: A Legacy of 21st Century Leadership

30

Marcus Buckingham, et. al., Now Discover Your

Strengths (2001).

Robert Goffee and Gareth Jones, Why Should

Anyone Be Led by You? (2009).

Daniel Goleman, Emotional Intelligence: Why It

Can Matter More Than IQ (1995).

Michael Marquardt, Leading with Questions: How

Leaders Find the Right Solutions by Knowing What

to Ask (2014).

Simon Sinek, Start with Why (2011)

Michael Unseem, The Leadership Moment (1998).

Les Wallace and Jim Trinka, A Legacy of 21st

Century Leadership (2007)

Les Wallace, Dennis Derr, Eric Meade, Personal

Success in a Team Environment (2014)


Questions on Personal Leadership?


On Governance: My Job Today


A look @ high performance governance practices as

assembled from BoardSource, National Association of

Corporate Directors, American Hospital Association, The

Conference Board and others.

Candid opinions based on work with 300+ boards:

For-profit, non-profit, international, financial,

healthcare, community, national associations.

Likely to challenge assumptions, stretch thinking.

Open dialogue—your question is not an interruption!

“Where governance is going!”

33

Leadership within

Professional Associations


How can the average CRNA

contribute to leadership within their state?

34

Leadership within Professional

Associations Involvement in conferences and other TxANA events.

Volunteering to help in some capacity.

Attending to the changing political and work environment.

Contributing to the PAC; attending Capitol Day.

Learning about association leadership.

Participating in feedback to the Board of Directors.

Service on task forces or committees.

Supporting your elected officers.

Running for office yourself.

Serving as an elected “trustee” of your state board.


Ugly Realities of Professional

Membership Associations 2015 Younger members disengaging at an alarming rate.

Transparency pressures are requiring greater board and administrative time and demand a new generation of leadership.

Shallow governance literacy is rampant—a board is not a committee on steroids. Trustees need to be “governance” competent.

Virtual communities can supplant Association value.

Virtual networks can accelerate Association strategies or become viral cancers requiring enormous time and money to treat.

Traditional “bundled” member services transforming to “unbundled buffet” driven by member desire to target professional investments.


Dilemmas in

Association Leadership

Characteristic Challenge

It’s Personal Emotion runs high on even the

smallest of issues. Emotion vs

business savvy can drive decisions.

It’s Voluntary The best frequently don’t step up.

It’s Popularity Driven Popularity does not = competency.

It’s Changing Drastically Old models challenged by younger

members. Economic stress continues

to crunch associations.

It’s Frequently Boring Traditional business meetings,

educational presentations, and

conferences based on a tired model.


The

Professional

Association

Promise


“To be personally valuable

to you and our profession.”

38


The Association

4 Value Promise™

4 My Region

4 My Profession

4 My Job

4 My Career

39

Professional Life-Cycle

Focuses Member Need / Value

Advanced CRNA:

Advanced Clinical Competency

Leadership

Business of Anesthesia

Advocacy

Established CRNA:

Clinical Competency

Career Development

Advocacy

Leadership

New CRNA:

Clinical Competency

Personal Advocacy

OR Teamwork

Navigating their Organization


The unengaged member looking for value—from students on.

40

Constituent Engagement Ten Year Leadership

Development Life - Cycle

Early volunteer engagement offerings are mostly basic to prepare tactical competencies and literacy for state/regional levels of governance leadership.

Increased volunteer engagement offerings range from self-directed learning modules to workshops to required “boot camps” for officers and committee chairs. Inclusive to any member who believes they will benefit!

National level leadership engagement offerings focus on high performance governance leadership and national regional and state liaison leadership roles.


The unengaged member looking for support and insight.

41

National Board of Directors

Lead National Advocacy for Practice Scope / Reimbursement

ID & Deliver on 4 Member Values

Assure Leadership Pipeline

National Board Support/Develop

State Association / Local Chapter / SIG Excellence

Rally State Advocacy

Develop Engagement in Association Leadership

State Associations

Assure Professional Competence

[Clinical & Work Place Competencies]

Personal Advocacy Support

Protect Practice Scope and Reimbursement


Economic Value of Constituent

Leadership Engagement


Engagement Level Economic Value

Volunteer @ hourly support

(registration desk, conference support,

other coordination)

$50-$75/hr.

State Committee / Task Force Service $75-$100/hr.

State Board $300/hr.

National committee/task force $500/hr.

National Board $500/hr.

43

Economic Value of

Leadership Engagement


Engagement Level Economic Value

An all day State Board meeting

of 9 members

$21,600 of intellectual valuePlus Travel

Plus staff support

A 5 person national committee

meeting of 1.5 hours + 3 hrs. prep

$11,250 of intellectual valuePlus Travel

Plus staff support

A one day National Board

meeting of 11 members + 4 hours

prep

$66,000 of intellectual valuePlus staff support

Plus travel for all

44

What is

The Business of Governance?

Fiduciary:

Financial soundness, sound

association processes, ethical and

legal responsibility.

Strategic:

Member engagement, professional

and leadership development,

advocacy, future vision for AANA.


21st Century Governance

The role of governance is to create,

authorize and monitor the strategic

direction of the enterprise and create

values, policy and financial plans that

support vibrant delivery of their mission.

Fiduciary, policy and strategy governance.

Boards that Make a Difference, John Carver


General Board and

Committee Accountabilities

Your mission is to provide value and positive impact for a constituent community.

Your vision is a future horizon of organization impact relevant to shifting dynamics.

Your values are the principles to which you commit your organizational practices.

Your legal responsibilities include fiduciary accountability to advance the mission

and oversee assets in a responsible matter.

Board role: policy and strategy; ensure operational systems support members;

monitor details of organizational performance and make course corrections; set

transformational strategy.

Your Committee roles: consider current and future issues; organize, evaluate and

deliver options and products for Board consideration.

Our measures: business success, constituent value, AANA vibrancy & relevance.


Legal Obligations of Individual Board

MembersDuty of Care

Use your best judgment.

Stay informed, engaged and attentive to governance work.

Ask pertinent and challenging questions, raise ethical questions.

Duty of Loyalty

Disclose conflicts of interest.

Put aside narrow personal / professional interests.

Duty of Obedience

Support the organizational mission.

Obey the law and organizational by-laws, policies, values, and ethical standards.


Governance vs Managerial roles

FUNCTIONS GOVERNING RESPONSIBILITY MANAGEMENT

RESPONSIBILITY

Strategic

Planning

• Set mission & Vision.

• Determine organizational values.

• Identify Service philosophy.

• Set strategic objectives (3-5 yrs).

• Ensure operational objectives are

aligned with and support strategic

objectives.

• Approve major org. realignment

• Approve new services / expansion,

cutbacks, partnering.

• ID long range operational &

strategic issues for board.

• Translate strategy into operation.

• Implement change & monitor

progress.

• Provide timely market data.

• Execute.

Finance

/Budget

• Establish annual budget.

• Approve working capital and capital

investment.

• Approve variations from budget.

• Ensure accounting system to track and

monitor use of funds.

• Ensure regular financial and operational

audits by external sources.

• Support fundraising.

• Conduct feasibility studies.

• Investment analysis.

• Financial forecasts.

• Develop annual budget.

• Prepare Pro-forma budget

statements.

• Justify budget exceptions.

• Manage cash flow.

• Fundraising/Capital

development.© Signature Resources 2015 49



RESPONSIBILITY

Operational

Excellence

• Ensure robust constituent feedback and

evaluation of products / services.

• Ensure adequate quality processes:

planning, evaluation, improvement.

• Approve significant corrective actions &

changes in service profiles.

• Determine preferred organizational

culture.

• Regular review and update of policies.

• Collect constituent input.

• Routinely monitor quality

indicators.

• Special studies and corrective

action as needed.

• Review/update procedures.

• Translate all Board guidance

into procedures and

operations.

Public Policy • Develop strategic alliances and

partnerships.

• Maintain appropriate government,

professional and organizational

relations.

• Support professional activities.

• Establish & maintain

governmental., professional &

organizational relations.

• Serve as communication link.




RESPONSIBILITY

Human

Resources

• Evaluate performance/set CEO

objectives.

• Approve org. salary & benefits plans.

• Ensure legal & competitive human

resources policies.

• Ensure a leadership succession plan.

• Hire Executive Team

• Recommend salary ranges.

• Develop/manage HR system &

records.

• Performance management

system.

• Recruitment & retention.

Board

Development

• New member orientation.

• Commit to in-service & conference

attendance.

• Succession planning for board

positions.

• Evaluate Board performance.

• Assess committee functions.

• Assist new member

orientation.

• Encourage / arrange training.

• Support in governance

leadership development for

potential and new board

members.

• Assist board evaluation

process.


Building Leadership in

the Association Sphere of Influence

Leadership is really this simple:

Help CRNAs be as successful as they can be.

Help CRNAs gain knowledge and develop new skills.

Help CRNAs anticipate the future of their work and organization to reduce surprise.

Help CRNAs adapt to the transformation of their work and organization-anticipate and cope.

Help your entire organization / profession continue to innovate and transform to stay relevant and vibrant.

And in all things, remain honest and true to your values.


Strategic Objectives

for Associations

1. Actively influence national and state governmental

reimbursement decisions in support of CRNA

reimbursement equity.

2. Drive quality and scope of practice excellence for CRNAs.

3. Enhance state association operational and governance

excellence, and CRNA leadership development.

4. Maintain member engagement: meetings, communication,

task groups, focus groups, committees, Board service.

5. Organizational excellence: identifying what it means to be a

High Performance Professional Association.


Ahh, Committees

and Task Forces

“If Columbus had an advisory committee he

would still be at the dock.”


When to Use

A committee or task force

Standing Committees should be convened to provide

the Board depth of analysis and future facing ideas for

the areas of greatest organizational risk (e.g. finance,

continuing education, conferences, nominations,

government relations, programs/services, etc.)

A task force is a temporary action group charged with

a specific question, issue, opportunity that may require

heavy lifting, innovative thinking, or inclusion of other

members.


When to Use

A committee or task forceQuestions to ask before creating a task force:

Are the organizational staff or consultant capable of answering the questions

and identifying options?

If Yes! Go here first. It’s cheaper, faster, and values your staff.

If No? Should a subject matter expert / consultant be contracted to give

direction to the board instead of a task force?

Do you need specialized input from subject matter experts in your

constituency or diverse perspective on scoping a difficult and controversial

issue? A task force can serve this purpose for a board thereby keeping the Board’s

positions open until they’ve received broader perspective.


High Performance Committee Work Clarity: committee outcomes are VIVIDLY spelled out.

Clarity: charter clearly aligns work with Board strategic and

operational objectives.

Clarity: process expectations, boundaries and timing.

Membership: convened for capability not political currency or

payback. Fresh eyes always helpful.

Deliberation sessions focused and effective.

Transparency: full and complete to all interested!

Courageous: willing to confront the brutal facts.

Collaborative: the Board is your partner—and boss.


Committee Contributions to High

Performance Governance Speak to the deliverable you were asked to address.

A clear annual work plan and specific individual assignments for each meeting.

Create a culture of inquiry: assure a broad spectrum scan has supported your deliberations—this includes best practices everywhere. Challenge assumptions.

Remove Klingons, Divas, and other non-leader life forms.

Never surprise the Board—inoculate early & seek advice.

Allow for a minority report if the committee is split.

Annually report accomplishment but also suggest future direction.


Chairperson Assessments:

Advanced agendas guide our deliberations.

Ample dialogue with balanced participation is assured.

Minutes are kept and transparent to all (48 hr. turnaround).

Members are held accountable for contributions or replaced.

Any presentation—member or guest—is guided by “Executive

Summary” guidelines:

Begin with the bottom line and move backwards.

Summarize key information—let the group decide how

much detail they need.

Recommendations also in Executive Summary Format!


The “Flipped Meeting /

Presentation”

and Executive Summaries

A Demonstration


Linking Personal Leadership

and Governance LeadershipPersonal Leadership Governance Leadership

Servant Leadership Listen, inclusive input, responsive,

transparent, engage

Develop others Beyond clinical to leadership

Transformational voice & coach Pay attention to the changing

Association models and best

practices—change AANA

accordingly; transparent plans

“Common energizing Vision” Inclusive input into the future;

Teach members about changing

models;

Benchmark with other State

Associations doing exciting things


Reading can help you meet new friends

Twelve Principles of Governance that Power Exceptional Boards

(BoardSource 2005)

Owning UP: The 14 Questions Every Board Member Needs to Ask

(Ram Charan, 2009)

Governance as Leadership: Reframing the Work of Nonprofit Boards

(Richard Chait, et. al., 2005)

21st Century Governance (Les Wallace, 2013)



Boards as Committees (‘50s-’60s)

CEO Driven

Boards as Managers (’60s-’70s)

Operational / Fiduciary

Boards as Trustees (‘80s-90’s)

Policy and Strategy (John Carver)

21st Century Boards

Transformational Leaders “Board of

Directors must be a strategic asset.”


“Nothing ages faster than

the future.” David Carr

All centuries are different as the

velocity and complexity of change

accelerates. Every generation finds

their traditional models of doing

business tested by new ideas &

demands on leadership.


“The problem is never how to get

new innovative thoughts into your

mind, but how to get the old ones

out.”Dee Hoc, Retired CEO Visa Card Executive

21C…

It’s Quite DifferentSpeed: blinding, touching every aspect of life.

Complexity: quantum leap in mix of related forces.

Risk: upheaval raises threats and risks of “new ideas.”

Change: radical, drastic, sudden.

Surprise: unimaginable—challenging sensibility & logic.

Disrupters: new models unleashed in traditional domains.

Enterprise Size: complexity, geographical spread, enterprise culture, governance competency, speed of decision making are all impacted.


Today’s Governance

From the LiteratureNACD Public Company Governance Survey, Nat. Association of Corp. Directors (2014)

“What Directors Think” (2014), Spencer Stuart


priorities for Boards from national surveys:

① Strategic planning and oversight.

② Board composition.

③ Board refresh.

④ Risk oversight.

⑤ Regular board assessments are considered very effective by 85% of the survey population.

66

Today’s Governance

From the Literature


Majority of meeting time invested in “strategically focused agenda.”

Competency based director nominations.

Competency development of directors receives serious focus--40 hrs. a year [3.3 hrs. a month].

Governance Self-assessments become annual routines.

Are these themes surfacing with your Board?

67

A High Performance

Governance Discipline


Basic Fiduciary Competence

and Organizational PerformanceCompetent

Financial stability with ample operating reserve.

Regulatory compliance with few to no exceptions.

In healthcare—consistently meeting quality standards.

Constituent satisfaction and value confirmed regularly.

CEO / Executive Director board partnership with open communication, goal setting and regular feedback.

Meetings / Boardroom dynamics efficient and focused.

By-laws, policies up-to-date.

Board competent and committed.


Applying Competency Theory


Future

Governing Boards


“In the not to distant future, new

board members, at all levels of

enterprise--from community

organization to corporations--will be

required to ‘certify governance

competency’ to quality for an

appointment / election.”Les Wallace

71

Future

Governing Boards

on the move!


Exceeding Fiduciary Competence

and Organizational PerformanceExceeding Competent

Meeting agendas are strategic and high priority focused vs operational & activity based. 50%-70% strategic!

Real time assessment* of effectiveness following each board meeting.

Annual self-assessments and development plans drive improvement.

Minimum committees.

All committees / task forces have written charters and clearly identified outcomes or deliverable expectations.

Committee charters reviewed every couple of years.

Officer development program assures competent officers get elected.

A dose of governance leadership development at every meeting (+/- 15 minutes) e.g. compliance refresh, board’s role in organizational culture, board succession planning, etc.). [Ave director education investment 22.1 hrs. each per NACD 2012-13 survey]

*Assessment: http://www.slideshare.net/LesWallace/board-self-assessment


http://www.slideshare.net/LesWallace/board-self-assessment

21st Century Meeting AgendasFive Agenda Domains in Priority Order

1. Convene

2. Consent Agenda

3. Financial tracking / planning Items

4. Strategic Agenda Items (tied to

current or developing strategic issues)

5. Executive Session to Assess Meeting


Executive Summaries

and “Flipped” Presentations


“Flip That Meeting…”www.signatureresources.com/about-us/nine-minute-mentor

http://www.signatureresources.com/NINEMinute

Exceeding Fiduciary Competence

and Organizational Performance

Exceeding Competent

Board makeup mirrors geographic and demographic footprint of

organization.

Board job descriptions identify leadership competencies required

[posted on organizational web site] (nominations, interviews, screening

confirm competencies).

Term limits (officers and board seats) assures governance refresh and

infusion of fresh eyes / new competencies.

Governance leadership succession program in place develops future

leaders from the field early…1-3 years out. This Workshop!!!!!!!!

Balanced scorecard “dashboard” provides efficient and competent

oversight vs information overload and helps the board stay out of the

weeds.


Exceeding Competent

Performance Oversight:Uses a Balanced Scorecard/Measures Dashboard

Monitoring a set of “indicators” across the

“balance” of the organization’s work.

Distilling the “cattle call” of numbers and

progress reports from management into a

visual report card.

“Balanced Scorecard: Measures that Drive

Performance,” Kaplan/Norton HBR 2/1/2000.Research on Malcolm Baldridge Award Winners


Competent Performance Oversight:The Balanced Scorecard/Measures Dashboard

Business Performance Constituent Performance Employee Engagement /

Organizational Culture

Budget performance

Capital investments

Operating reserve

Business expansion

performance

Individual services

performance

Robert Kaplan, Balanced Scorecard

Quality metrics

Constituent value tracking

Constituent satisfaction

Products / site specific

metrics

Community brand

measures

Harry Beckwith, Selling the Invisible

Employee climate survey

Employee retention

Employee development

Leadership development

Talent succession

Employee ideas adopted

Internal customer

surveys (tech., HR,

purchasing, facilities, etc.)

Marcus Buckingham, First, Break all the

Rules


Other categories are common: “Learning and Growth,” “Internal Processes,”

“Corporate Social Responsibility.”

High Performance Governance

Member Conversations

At least 2-4 times a year checks on “customer/constituent”value and satisfaction (two different issues).

Satisfaction =

Value = meets my needs.

Board voice represents a broad & diverse spectrum of stakeholders.

Strategic agenda helps brand the organization as keeping up.

Robust & open communication strategy links community to Board:

Newsletter, Tweets, Facebook, dynamic website, communities

blogs—keep community informed in real time—a local branding

strategy!

Interact with your members via Facebook, Twitter, A Blog! Two

way communication.

Be alert to the era of “Ratocracy:” on-line ratings and critiques.


The “3A”

Member Value Proposition

“I get what I need.”

“What could we do to add even greater value to you our constituents…?

Access to: information, services, sites, partners, etc.

Appropriate: do products / services fit customer needs. What’s missing?

Acceptable: customers well informed, products delivered in a way that meets needs, services meet industry standards (Parallel or ahead of peer group benchmark).


Member Satisfaction CPR™

“I’m happy”

“How well did we deliver on the following…

Courteous Service: courteous and timely service and treatment

through each contact point and across the service continuum and all

engagements with the system.

Providing Information: timely, available, accurate, transparent, keeps

me well informed as a customer, identifies options.?

Responding to individual circumstances: dealing with problems and

goofs, helping me in an emergency, referring me to helpful

solutions/assistance, protecting my interests—warning me of risks.



Transparent / Dialogic Tone

Unrushed board agendas assure generative dialogue occurs with 50%-70% of board agenda (Richard Chait, Governance as Leadership) .

Characterized by candid discussions with appreciative respect for diverse points of view (“When we all think alike no one thinks at all”).

NACD recommends minutes register the extent and depth of debate / deliberation.

Board votes noted by name!

Transparent—no back room agendas, limited use of “executive / closed session.”

Transparent--robust information available to constituents through dynamic web site / publications (board credentials, Ethics and values statement, corporate social responsibility statement, IRS 990 for the tax exempt, etc.).

Committee / task force proceedings available to the board in real time. (Draft minutes available within 48 hours).


Strategic Focus Next Up for Discussion


What do you notice about this Board picture?


Meetings / agendas

Performance oversight / tracking

Scorecards

Board makeup, development, job descriptions

Enterprise Risk Management

Board’s role in organizational culture

Board self-assessment

Committees / charters

“Role of the Board Chairperson”

A Flipped presentation /

Discussion!



Strategy

in the 21st Century

86


and Strategy

21st Century Boards

Transformational Leaders

The Board should be a strategic asset to the organization!

What’s the implication for board makeup?


Boards as Transformational Leaders


Challenge assumptions & models

Benchmark products / performance with peer group

Empower voice of the Customer

Commit to change

Move with deliberate speed on the vital few88

Strategy and the VUCA FutureU.S. Army War College 1990’s

Volatility

Uncertainty

Complexity

Ambiguity

“Permanent Whitewater.” Peter Vaill (Learning as a Way of Being)

“The New Normal.” Warren Buffet


“Changes in

Attitudes

Changes in

Latitudes”


Is your Board Made Up of Strategic

Thinkers and Transformational

Leaders?

If you’re not changing your dying!

Risk aversion is a bad board characteristic; risk

assessment is an important competency.

Experience with the social and organizational technology

of change and transformation is important.

It’s important to be able to think in “scenarios” rather than

focus on a single model.


Strategy is about Transforming the

Organization to Remain Viable, Valuable,

and Vibrant!

So your board needs to be…

Strategic thinkers.

Change compatible.

Focused on transformation of the enterprise.

Effectively navigating changing funding, regulatory and

constituent demands.

Strategic planning looking three to five years out.

Annually refreshing the strategic plan.


Strategic

Strategic plan in place looking 3-5 years out.

70% of board agenda devoted to strategic topics—future facing.

(Meetings: 30% fiduciary; 70% strategic)

Tracking / discussions of “emerging” strategy & shifts.

Discussion of “disruptions in your industry.”

Annual refresh of strategic plan.

Inclusive input from constituent leaders on strategic plan:

Past board members

Focus groups of constituents by segment (e.g. generational,

geographical, community leaders, opinion leaders, local business, etc.)

External subject matter experts

Staff! Inclusive input does not mean they vote on strategy.



Where are we?

Get a good grip on reality.

Where could we be that’s more desirable?

Think big, dream, be innovative.

How do we get there?

Execution is crucial!

What is the strategic and financial impact?

Measurable outcomes!


Typical Foundations

for Association StrategyAchieving sound association

management

Operational excellence

Board support/partnership

Achieving sound financial management

Budget and reserve investments

Literate/active finance committee;

dashboard tracking

Member engagement

Meetings / events; web site;

services; clinical CE

Value tracking/voluminous input

Professional leadership

development

Robust advocacy / governmental

relations

Practice scope and

reimbursement issues

PR

Collaboration with other nursing

and healthcare groups

Leadership succession

Governance leadership

development down to local

levels

Mentor programs

Board development

Student engagement


21st Century Leadership:Strategic Thinking

Strategic Planning: “What is our

desired business position and how must

we change to get there?”

Strategic Thinking: “How might

we re-design our business to leverage

leading edge marketplace and business

models?”

Identifying an alternative future position

Anticipating opportunity and threats

Setting change priorities

Designing change pathways

Evolving / adapting systems

Outlining formal plans

Three-five year cycle

Course corrections regularly

Challenging core business assumptions

Re-inventing the business

Exploration of new paradigms

Sponsoring paradigm shifts / pilot tests

Bold innovative movement

Confirming customer value shifts

Projecting / anticipating lifecycles of

products, services, organizational model


Some Typical Mistakes of

Organizational Strategy:

The Tatooed lady and the

Alligator Man!


“Complexity is the enemy of execution.”

Awake for Questions


Final Exam

You will act on something

to advance governance

leadership!

What might that be?

© Signature Resources Inc. 2015 98

Les Wallace, Ph.D.President, Signature Resources Inc.

[email protected] Dr. Wallace is recognized for tracking business environment and workplace trends and their impact

upon business and government. His publications have appeared in Leadership Excellence, Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global, fast moving business environment. His book, Principles of 21st Century Governance (2013) is being used by many boards in the profit and not-for-profit sectors to design governance development approaches.

His new book, Personal Success in a Team Environment (2014) is used by individuals and organizations to improve teamwork, career building and success at work.

Les is a frequent consultant and speaker on issues of organizational transformation and leadership, employee engagement, strategic thinking and board of directors development and governance. His clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations world-wide. Dr. Wallace is also the host resource on the 9Minute Mentor, a series short video tutorials governance.

Les has served on the Board of Security First Bank and currently serves on the international Boards of the World Future Society and Counterpart International. He is a member of the National Association of Corporate Directors. Les writes an on-line column for CUES Center for Credit Union Board Education.

Preview his video series on governance: www.signatureresources “Dr. Wallace on Camera.”

https://twitter.com/9MinuteMentor


http://www.signatureresources

https://twitter.com/9MinuteMentor

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Association leadership

Leadership & Management