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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 1
©2012Management STRATAGEMS Group www.stratagemsgrp.com
Welcome/Bienvenue
¦ÔÁ¤ÍÏ
Elisabete Way, President & [email protected]
416-619-0788
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Sponsors:
Ukrainian Christian Education Foundation Ukrainian Canadian Congress
Thank You!
Organisers:
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If you don’t know where you’ve been, where you are, and where you are going, you are out of control.
Building the “ROAD MAP”
Where are we
going?
How will we get
there?
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 2
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ABOUT BOARDS OF DIRECTORSBOARD
LEADERSHIPBOARD
OPERATIONSSTRATEGIC PLANNING
PEAK PERFORMANCE SUSTAINABILITY
FINANCIAL OVERSIGHT
CONSTITUENT VOICE
EXTERNAL RELATIONS
PERFORMANCE EVALUATION
SETTING THE STAGE:
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THE “TRENDY” ENVIRONMENT
Key Trends Governance Models
• Changing Workforce • Changing Environment• Technological
Developments• Pace of Change• Changing Public
Expectations & Behaviours• Performance Measurement• Risk Management
Traditional:• Policy Governance• Policy• Working• Collective
Evolving:• Community Driven• Nested• Relationship• Networked
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 3
GOVERNANCE MODELS
“No One Model Fits All”
remain flexible
evolve to meet challenges
evolve to leverage opportunities based on needs
beware of being “static”
focussed on building relationships and trust
promoting the “purpose” or “cause”
true to the vision and mission
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MANAGEMENT vs. LEADERSHIP
Management
is about developing systems and processes that enable us to take dominion over chaos.
It is an attempt to create a semblance of order and constancy in an inherently complex situation.
It’s about designing plans and systems for monitoring progress and controlling outcomes.
It involves solving problems, giving reports, having meetings, and developing policies,
all for the purpose of bringing things to a place of efficiency, where ambiguity is dispelled and people can feel comfortable.
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MANAGEMENT vs. LEADERSHIP cont’d
Leadership
It’s about change and revitalisation.
It’s about helping the organisation define its mission, one that can take advantage of opportunities and avoid oncoming threats.
It’s about challenging people to grow and to unleash their yet untapped potential.
It’s about inspiring people to step into uncharted territory.
It is about getting nervous when things are running too smoothly.
It’s about introducing innovative ideas.
Whereas managers constantly try to adjust to change, leaders should
be in the business of producing change in their strive for excellence.
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 4
BOARD vs. SERVICE VOLUNTEERS
Board Volunteers are responsible for governance through policy development.
Service Volunteers are responsible for policy implementation by carrying out the programs and/or
services of the organisation according to board policies.
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IN SUMMARY
Staff, service volunteers and board members can undertake management and implementation roles.
Only Board members can take on governance responsibilities.
Board members may implement their decisions. When doing so, they act as service volunteers, rather than board members.
As a board member you act in a position of trust for the group. You are responsible for donated and/or public funds and oversee programs and services for the benefit of the membership and the community at large, that is your primary “complimentary” role, any other role is “supplementary”.
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3 HATS OF NONPROFIT BOARDS MEMBERS
Governance Hat: worn only when in a properly called meeting.
Volunteer Hat: worn when advising the CEO/ED, fundraising, helping staff, managing the organisation (Board Executive Committee Chair).
Implementer Hat: worn when acting as a service volunteer or when authority given by board resolution or the CEO/ED. Seldom worn, implementation usually resides with staff.
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 5
LEVELS OF AUTHORITY IN AN ORGANISATION
Implementation
Three levels of authority: governance, management and implementation.
INSPIRATIONAL LEADERSHIP:
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UNLOCKING INNOVATION
Unlocking innovation needs to be the first
priority of board development.
Innovation is the ability for members to share their creative ideas with one
another in order to elevate strategy and propel the organization’s mission
forward.
As a group, board members need to see how their
abilities come together into a useful whole that guides the organization forward.
Board members need to believe that their talents can create
something meaningful and impacting.
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LEADING INNOVATION
The Front Carriage
Early adopters of innovation (Board Chair & Members). Excited by the same possibilities. They inspire each other. Share ideas and learn from each other.
The Middle Carriage
Holds majority of people. They don’t adopt anything too quickly and are sensibly cautious. Can lose them to the last carriage if pushed too hard on no clear purpose. These people need to be reminded of the WHY?
The Last Carriage
Change is scary. Reluctant adopters of innovation. Dangerous in that they can pull middle carriage people backwards, undoing your work and slowing your momentum. Last adopters, so their movement is the one true indicator of your success.
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 6
THE CHALLENGES Typically board meeting are set up to convey, receive and process large
amounts of information in short periods.
Knowing how to cultivate creative thinking that leads to innovative approaches within the constraints of available time and focus.
Ability to unlock innovation by creating a “big picture” requiring:
Developing people (new members and staff leadership) that will influence raising funds and how raising funds and developing people affects (and is affected by) how the board oversee resources.
The need to see and understand how these activities connect to organizational priorities defined by the mission and strategic goals.
Gauge performance, track results, and trace issues against the reference point – the “big picture”.
The board as a whole will have a common framework that fuels discussion, collaboration and in turn innovation.
Strategic Planning
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THE SOLUTIONSEngage the Cause
Need to build a working and deep understanding of the “purpose” or “cause” and how the organization delivers value. Create opportunities for program and service experiences giving members direct contact with all stakeholders and providing organisational insights. Here they can see how dollars work, why the work is so important, and where investment must occur.
Integrated Planning
Creating continuity from board meeting to board meeting and from year to year is essential. Strategic plans that align goals, actions and outcomes to specific indicators and benchmarks and are integrated across all organisational functions, help identify where the organization is at and how leadership can contribute to forwarding the organization’s overall strategy.
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THE SOLUTIONSConnect Instead of Meet
Meeting agendas focussed less on reporting and more on facilitating discussion. Address system-wide issues, coordinate action across functions, and adjust the strategy based on environmental changes and organizational performance.
Inspired Action
In addition to the “big picture” and engaging the “cause”, everyone needs to know what success looks like within their specific efforts and that the goals they are striving to achieve are meaningful. Clear and compelling purpose, outcomes and goals motivate action and deepen engagement.
Board Development
Focused on unlocking innovation, applies skills and expertise to challenges, that grows knowledge and ability to govern. Rethinking how board operates, striking the right balance between efficient use of time and positively impacting the organization’s future.
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 7
INSPIRATIONAL LEADERSHIPBoards need three mental modes for good governance:
Inspirational
Strategic
Fiduciary
The inspirational mode is where real governance truly happens.
Boards do not exist to manage an organisation, they are there to “compliment” management expertise.
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INSPIRATIONAL MODE
The inspirational mode, by contrast, is a larger, more cognitive process that involves looking outside the usual framework of overall operations and getting at the heart of an organization’s purpose or cause.
It is about deciding on what to decide, probing assumptions about the organization, and identifying the underlying vision, mission and values that should be driving the organisation forward and setting the corresponding strategies and associated resources.
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The inspirational mode combined with integrated strategies is vital because it helps a board
to better see the “gorilla in the room”;
to better understand the paradigm shifts that can impact an organisation’s success over the long haul;
is a critical way to look at fixed data and situations in a more subjective, retrospective way – to better see the “big picture”;
allows boards to go beyond simple “problem solving” and begin “problem framing”; and
unlocks innovation and builds sustainability
WHY?
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 8
THE 3-LEGGED STOOL
INSPIRATIONALWHY do we do it? INTEGRATED
WHAT do we do?
INNOVATIVEHOW do we do it?
Balanced Organisation
PEAK PERFORMANCE
BALANCING MISSION & MONEY:
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PURPOSE OF THE BOARDThe Mindset
To lead is to guide, influence, or persuade. To manage is to control, handle, or manipulate.
Leadership is an inspired action, not a position.
A leader doesn't just react and respond, but rather takes the initiative and generates action.
A leader doesn't say "something should be done," but ensures something is done.
An effective leader is a "people person.“
Effective leaders connect, stay in contact with, and are highly visible to everyone on their team and in their organisation.
Leaders have developed the skills of supercharging logic, data, and analysis with emotion, pride, and the will to win.
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Leaders’ passion and enthusiasm for the team or organisation's vision and purpose is highly contagious(inspirational)
Leaders fire the imaginations, develop the capabilities, and build the confidence of people to "go for it."
Leaders help people believe the impossible is possible, which makes it highly probable.
You manage things — systems, processes, and technology. You lead people.
If you find yourself wanting to manage someone, manage yourself first. Once you master that, you'll be a much more effective leader of others.
The Purpose of The Board: To Be Inspired Leaders, Integrators and Innovators.
PURPOSE OF THE BOARDThe Mindset
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 9
No common overriding purpose unites them.
The board has no clear sense of its role in the organization, and no systems to guide that role.
Most people have no experience in “leading.” Our real-life experience is mostly “doing.”
Remnants of Crisis or a syndrome of Founder Boards.
Fear that if they don’t do it, no one else will, or no one else can, etc. – micro-managing.
*by Hildy Gottlieb, Copyright ReSolve, Inc. 2001,2007,2009 © (modified)
WHY BOARDS MICROMANAGE*
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The Journey: Transformational LeadershipStarts with Questions!
1. What’s working here? What’s not working? What do we need to do about it?
2. What are we missing?
3. How does this help deliver against our vision, and how can we align it more closely?
4. What questions should we be asking?
5. If we couldn’t do it this way, how else might we do it?”
6. What are the Yes But’s..?”
Directors add value to the board not from the statements that they make, but by the questions they ask.
MAKE IT HAPPEN:
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InSyncSeven Key Tools to assist your board to move from operational to strategic board:
1. Develop a strategic plan that really works, not just a wish list that gets dusted off every now and then
2. Structure your boards’ agenda and the reports that come to the board such that they are strategically focussed
3. Leading by asking the right questions
4. Use on-going board evaluations to enable strategic development of the board
5. Develop KPI’s for the CEO/ED position such that they reflect the key strategies
6. Use the Vision and Mission of the organisation to unlock strategic possibilities and inspire action
7. Utilise risk as a strategic tool to unlock hidden potential
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 10
Board Structure
“Formal Governance” refers to board positions, policies, committees, By-Laws, etc.
"Informal Governance" refers to traditions, organizational values, founding principles and culture that are typically unwritten but that nonetheless prevail in the organization. In practice, a great deal of what happens in governance falls in this area. Includes things such as how conflicts are managed, how succession planning takes place, decision-making styles, and how the board actually conducts itself in relationship to the organisation’s statement of values or code of conduct.
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BOARD STRUCTURES & OPERATIONS
Should be tailored to meet your specific needs. Organisational characteristics to consider include:
• Size, Location, Sector
• Nonprofit or Charitable status
• Population served
• Culture
• Financial Stability
• Business mindedness
• Where you are today & where you need to go
• Other unique factors
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CORE LEADERSHIP PRACTICES
1. Stay Mission Focused
2. Think Strategically
3. Develop a culture of transparency, consistency and accountability.
4. Be Results-Oriented
5. Remain Independent
6. Plan For Revitalisation
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 11
CORE POLICIES
Develop a Board Policies Manual with
7. By-Laws
8. Conflict of Interest Policy
9. Adopt a Whistle Blower Policy
10. Code of Conduct Policy
11. Duty of Care Policy
12. Duty of Loyalty Policy
13. Executive Parameters
14. Other Organisational Policies
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MEETING PRACTICES
15. Strategic Agenda. Strategic thinking, vision, mission, values oriented.
16. Documentation is Crucial (implement a Board Reference Manual).
17. Boards of Directors should meet at least once per quarter when things are running smoothly, once per month during periods of change or volatility.
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MONEY MATTERS
17. Charity Should Begin at the Office.
18. Fundraising accountability
FINANCIAL PRACTICES
19. Sustain Resources
20. Always try to have financials audited by an outside organisation.
21. Change auditors at least every five years
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[email protected] www.stratagemsgrp.com
416 – 619 – 0788 12
LEGAL REPONSIBILITIES
22. Board members should be aware of current laws, regulations and policies.
23. Ensure Compliance.
MANAGEMENT & LEADERSHIP PRACTICES
24. The board of directors and the CEO/ED should have a strong and respectful working relationship
25. Continuously review your board of directors performance and board effectiveness.
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A FINAL THOUGHT
Not how many worms
the bird feeds its young, but
how well the fledgling flies
(United Way of America, 1999)
Contact us: Visit Us: Call Us:[email protected] www.stratagemsgrp.com 416 – 619 - 0788
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