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Building a High Performing Board CultureStrengthening Board EngagementOctober 4, 2019
NONPROFIT PARTNERS CONFERENCE 2019
I thought this was a volunteer position!!!
You want the board to do what?!
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5 Change The Narrative and Process
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5 Change The Narrative and Process
Hold The Board Accountable
Hold The Board Accountable
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• To Each Other• To Supporters• To Clients/Customers• To Employees• To Collaborators
Individually
Collectively
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5 Change The Narrative and Process
Hold The Board Accountable
Model Good Behavior
MMooddeell GGoooodd BBeehhaavviioorr
3BE PREPARED BE A TEAM
PLAYERLISTEN AND
REFLECT
RESPECT OTHERS ENGAGE IN HEALTHY DEBATE
HONOR YOUR COMMITMENTS
BE A SERVANT LEADER
FOLLOW THE GOLDEN RULE
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Is my behavior serving the mission or my own needs?
Show Up!
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5 Change The Narrative and Process
Hold The Board Accountable
Model Good Behavior
Run A Good Meeting
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5 Change The Narrative and Process
Hold The Board Accountable
Model Good Behavior
Run A Great Meeting
Run A Great Meeting
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Preparation 20%
Design 20%
Participation 40%
Follow-up 20%
Usually 60%* of effectiveness happens outside of the meeting
*Percentages vary based upon type, duration and
focus of meeting
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To Accomplish
Agenda
To Create A Quality
Experience
To Develop New Skills
and Capacity
To Build Culture
Board And Committee MeetingsLeading Meetings for Outcomes – How Is This Allocated?
How and when do we engage the board?
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Future Issues
Current FY Issues
Historical Review
Board and Committee MeetingsFocus of Discussions – How Is This Allocated?
How do we spend our time?
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Series of Conversations
Dialogues
Monologues
Board and Committee MeetingsFocus on Discussions – What Is The Flow?
How do we structure discussions?
Refocus the Agenda
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TTrraaddiittiioonnaall AAggeennddaa
o Approve Minuteso Committee
Reportso CEO Reporto Financial Reportso Adopt Resolutionso New Businesso Adjourn
FFlliippppeedd AAggeennddaa
o Mission Momento Strategic Conversation and
Decision- Makingo Consent Agendao Oversight
• Review Dashboard• CEO Report – What Keeps
Them Up At Nighto Adjourn
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5 Change The Narrative and Process
Hold The Board Accountable
Model Good Behavior
Run A Great Meeting
Do More Generative Thinking
Do More Generative Thinking
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Fiduc
iary
–M
ode I
Strategic – Mode II
Generative – Mode III
Oversight-Board as fiduciaries:What do we know? What do we need to know? How do we close the gaps between the two?
Foresight-Board as strategists:Conduct post mortems when things go wrong and pre-mortems to develop best-case scenarios and what can be done to ensure better outcomes.
Insight - Board in generative mode:Decide what to decide; how do we want to think about the issues we’re facing?
Source: “Governance As Leadership: Reframing the Work of Non-Profit Boards”, Richard P. Chait, William P. Ryan, and Barbara E. Taylor, 2004
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Bonus: Focus On The Mission
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Results
Integrity
Accountability
Communication
Trust
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BoardSource1. The Board Chair Handbook
2. Building the Governance Partnership
3. The Board Building Cycle: Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members
4. Meeting, and Exceeding Expectations: A Guide to Successful Nonprofit Board Meetings
5. Boardroom Chemistry – Getting Your Board to Govern As A Team
6. The Source: Twelve Principles of Governance that Power Exceptional Boards
ResourcesGeneral
1. Meetings Suck by Cameron Herold
2. Death By Meeting by Patrick Lencioni
3. The Five Dysfunctions of A Team by Patrick Lencioni
Rena Henderson [email protected]
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