CompassCare OT Executive Training Training Session 3a, 3b Strategic Leadership Executive/Board Dynamics.

CompassCare CompassCare OT Executive TrainingOT Executive Training

Training Session 3a, 3bTraining Session 3a, 3b

Strategic LeadershipStrategic Leadership

Executive/Board DynamicsExecutive/Board Dynamics

Implementation ReviewImplementation Review

How are you doing?How are you doing? How was your 1:1 meeting with your How was your 1:1 meeting with your

Executive Coach?Executive Coach? Any Executive ICL issues?Any Executive ICL issues?

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

““As goes the leader, so goes the organization.”As goes the leader, so goes the organization.”

Objective: To transition the organizational leadership from a Objective: To transition the organizational leadership from a Working Board structure to a Governing Board structure, in order Working Board structure to a Governing Board structure, in order for the Executive to have the management power required to for the Executive to have the management power required to efficiently manage the daily operationsefficiently manage the daily operations

MetricsMetrics Total number of Board Meetings-no more than 4 per yearTotal number of Board Meetings-no more than 4 per year Total number of ERC meetings-no less than 6 per yearTotal number of ERC meetings-no less than 6 per year

A.A. Biblical PerspectiveBiblical Perspective Window vs MirrorWindow vs Mirror David vs SaulDavid vs Saul

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

B.B. 3 Different Kinds of Minds 3 Different Kinds of Minds““. . . There are three classes of intellects: one which comprehends by itself; . . . There are three classes of intellects: one which comprehends by itself;

another which appreciates what others comprehend; and a third which another which appreciates what others comprehend; and a third which neither comprehends by itself nor by the showing of others; the first is neither comprehends by itself nor by the showing of others; the first is most excellent, the second is good, the third is useless.” –Machiavelli most excellent, the second is good, the third is useless.” –Machiavelli Chapter 22Chapter 22

Visionary-Ongoing SWOT AnalysisVisionary-Ongoing SWOT Analysis Organizational maturity survey: Organizational maturity survey:

www.survey.compasscare.infowww.survey.compasscare.info ManagerManager Individual ContributorIndividual Contributor

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

C.C. Executive RoleExecutive Role Job Functions of a PRC ExecutiveJob Functions of a PRC Executive

See Executive Job Function Worksheet See Executive Job Function Worksheet (next slide)(next slide)

We must focus on that which only we We must focus on that which only we can do for the organization.can do for the organization.

““The mission of the PRC executive at erasing the need for The mission of the PRC executive at erasing the need for abortion is to clearly articulate the goals and plan of the abortion is to clearly articulate the goals and plan of the organization to the community and to effectively lead the organization to the community and to effectively lead the staff into the fullness of their potential as leaders.”staff into the fullness of their potential as leaders.”

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

D. Executive AccountabilityD. Executive Accountability The Executive Review Committee (See The Executive Review Committee (See

board resolution, to follow)board resolution, to follow) The Annual Review (See annual review form, The Annual Review (See annual review form,

to follow)to follow) The nature of the review: reflects organizational The nature of the review: reflects organizational

directiondirection Leading from behind: How the annual review Leading from behind: How the annual review

gets donegets done

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

E. The Executive Self-EvaluationE. The Executive Self-Evaluation See sample Professional Development Plan, See sample Professional Development Plan,

next slidenext slide

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

F. The Role of the BoardF. The Role of the Board Oversight=GovernanceOversight=Governance

Financial ReviewFinancial Review Executive AccountabilityExecutive Accountability Policy ApprovalPolicy Approval Direction SettingDirection Setting Mission status review Mission status review

Strategic LeadershipStrategic LeadershipPerspectives on Definitions of Key Perspectives on Definitions of Key

LeadershipLeadership

G. Board ManagementG. Board Management MembershipMembership Meeting FrequencyMeeting Frequency Meeting Content (See sample board Meeting Content (See sample board

agenda, next slide) agenda, next slide) Required Annual ActionsRequired Annual Actions

See Governing Board Requirements, next See Governing Board Requirements, next slideslide

Next Steps ReviewNext Steps Review

Brief review of upcoming ICL itemsBrief review of upcoming ICL items Take Executive surveyTake Executive survey