BUILDING BLOCKS FOR SUCCESS Leadership Institute March 2006.

BUILDING BLOCKS FOR SUCCESS

Leadership InstituteMarch 2006

OUTCOMES BASED GOVERNANCE

>DETERMINE DESIRED OUTCOMES

>DEFINE “PROCESSES” REQUIRED TO ACCOMPLISH

>CREATE GOVERNANCE FRAMEWORK

GOVERNANCE FRAMEWORK

TRADITIONAL VIEW– BOARD --- POLICY– STAFF --- OPERATIONAL

CARVER MODEL– BOARD --- “ENDS”– EXECUTIVE DIRECTOR --- “MEANS”

CHAIT/RYAN/TAYLOR FIDUCIARY STRATEGIC GENERATIVE

GOVERNANCE MODELS Board as “Committee of the

Whole” Strong Executive Committee Committee Oriented

Standing Committees Standing Committees/Project

Committees/Strategic Action Teams

Staff Driven

FUNCTIONAL STRUCTURE OPTIONS

Corporate Model

Event/Project Driven

Strategic Framework

WORK GROUP OPTIONS Standing Committees vs Project

Teams

Teams vs Committees

Use of “Experts”

Staying Connected As a Board Committee/Team Leadership

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 CarverBoards That Make a Difference

“ENDS” VS “MEANS”“ENDS” = OUTCOMES

RESULTS

ACCOMPLISHMENTSIMPACT

“ENDS” VS “MEANS”“ENDS” = OUTCOMES

RESULTSACCOMPLISHMENTSIMPACT

“MEANS”= PROCESSSYSTEMSPROCEDURESMETHODSACTIONSACTIVITIES

WHAT CAPABILIIES AND SKILLS WOULD YOU LIKE FOR YOUR BOARD?

“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

THE GOVERNANCE TRIANGLE

GovernanceAs

Leadership

Governance as Leadership

Type IFiduciary

Type IIStrategic

Type IIIGenerative

FIDUCIARY STRATEGIC

GENERATIVE

GOVERNANCE INTEGRATION

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

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

EXECUTIVE RESPONSIBILITIES Connect programs/actions to

the Organization’s Purpose Develop/Implement Effective

Means People Programs

Communicate Success/Failure/Change

Serve our Constituents

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

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

WHAT GETS MEASURED GETS DONE

WHAT GETS REWARDED GETS REPEATED

PLANS INTO OUTCOMES

MEASUREMENTS

TRACKING ACTIONS Put it on the Agenda Hard and Soft Measures Evidence vs. Proof

CONSENT AGENDA AS A TOOL

LEADERSHIP IS:

“THE COURAGE TO ESTABLISH AUDACIOUS GOALS”

“CLEARLY COMMUNICATING THE STRATEGIES FOR ACHIEVING THEM”

“MANAGING THE IMPLEMENTATION PROCESS”

JAY CONGER