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Executive LeadershipEmpowering Your Board
APHAAOct 3, 2018
By the end of this session, participants will be able to:• Define the roles and responsibilities of board
members, differentiating between operational and governance decisions
• Explain the three key modes of governance: fiduciary oversight, strategic direction and generative visioning
• Develop tactics to assist the board in setting direction vs. managing operations
• Demonstrate seven daily tasks to effectively lead leaders
Learning Outcomes
• What roles do the ED and Board play in sharing leadership?
• How can the ED and Board provide reciprocal support?
• What are the key leadership tasks of the ED?
• How can the ED engage the board using generative conversations?
Agenda
Is Empowering Boards a Good Idea?
Sharing Leadership: Love and Fear
Spectrum of Shared Leadership
Michael Allison, Susan Misra and Elissa Perryhttps://nonprofitquarterly.org/management/24051-doing-more-with-more-putting-shared-leadership-into-practice.html
Despite a dramatic shift in how we think about leadership, most organizations continue to accept a hierarchical structure, with the executive director shouldering an enormous burden of responsibility for organizational success.
The Hesitation
Responsibility Matrix
Area of Responsibility Board Role Shared/Unclear Executive
Director RoleStrategic priorities Approves Provides input
Programs Review program results
Makes all management decisions
Budget & spending Approves budgetDevelops & recommends budget
Partnerships Determines who we accept money from
Hiring & firing of employees
Hires executive director
Hires all other employees within approved budget
Responsibility Matrix
Leaders
Adapted from the Wilcox Model for Effective Nonprofit Leadership
Gov
erna
nce
Man
agem
ent
Alignment
Values
Vision
Mission
Success
Priorities
Strategies
Activities
Performance Objectives
How the board takes care of the organization
Five Responsibilities
Organizational Functions (separate but related)
Governance: Sets direction and high-level goals, and provides oversight
Management: Executes direction set by board
Operations: Programs and services implementation
Building relationships to deepen engagement Leading
Contributing
Endorsing
Following
Observing
Culture of Attraction
The executive director, not the board, is responsible for organizational success or failure. The board supports their success in this pursuit
How the Board Supports the ED
How the ED Supports the Board
The Right Information
1. Direction2. Integration3. Mediation4. Board Education5. Motivation6. Representation7. Trust
Key Leadership Competencies
How do these tasks show up as observable actions and behaviours?
What other tasks or actions belong on this list?
Activity
Let’s Break
Adapted with permission from Governance as Leadership by Chait, Ryan and Taylor
Modes of Governing
Can we afford it? What’s the opportunity cost? Is the budget balanced?Is it legal? Is it ethical? Are the programs producing the intended outcomes?
Fiduciary
Is our business model viable?What are our core competencies? What trends and factors should we consider?
Strategic
How does this reflect our organizational values and beliefs? How can we reframe this issue? How does this affect our vision for the future? Who do we serve? Are we relevant?
Generative
• What mode does your board normally think in?
• What mode do you usually think in?
• What can do we to incorporate all three modes of governance into our work with the board?
Discussion
As boards embrace their generative and strategic role, focus shifts away from fiduciary oversight to embrace the power of inquiry.
Moving from knowing to asking means engaging the board in new, challenging ways.
Shifting Roles
Opportunity for Generative Work
Time
Plans, Tactics, Execution
Problem-framingSense-making
Strategy
The Generative Curve
Credit: Bill Ryan, Governance as Leadership co-author
Opportunity for Generative Work
Time
The Generative Curve
Credit: Bill Ryan, Governance as Leadership co-author
GenerativeCurve
Typical Board Involvement Curve
1. Look for generative landmarks
2. Ask catalytic questions3. Integrate into board
agendas
Enhancing the Generative
Power of Questions: Example of Agenda
Uplift Youth Development AgencyBoard Meeting | January 2, 2015
9:30 – 9:40 Consent Agenda (Chair)Minutes of the December 1, 2014 Meeting President’s Report Planning and Development Task Force Update
9:40 – 10:25 Framing the Work of the South Side Task Force (Chair/Task Force Chair)• What are the three critical questions the Task Force should explore? • What will the Board need to know or learn in order to decide on the future of the South
Side property and programs? • Hypothetical: If we did not have the property but instead were considering buy it at its
present value to start a program, what factors would we consider in making the decision?
10:25 – 11:00 Finance Committee Report (Finance Committee Chair) Review Q3 financials
11:00 Adjournment
Applying the 3 Lenses to Board Work
DISCUSSION POINTSProposed budget Moving to a
bigger space5 year goals for the
organization
MO
DES
FiduciaryDoes the budget balance?
Can we afford it? Are these goals within our organization’s mandate?
StrategicHow can we increase the budget to support new services?
Can we partner with someone so we can pay less rent?
How could we accomplish these goals?
GenerativeIf someone looked at our budget, what would they assume was our mission?
Should we rethink our staffing or program delivery model the space we have?
What is the ultimate purpose of this organization?
What becomes possible when you and your Board Chair work together to shift board dynamics to become more generative?
The ED-Chair Partnership
• Spokesperson• Leader of the board• Chair-ED relationship
Duties of the Chair
• What roles do the ED and Board play in sharing leadership?
• How can the ED and Board provide reciprocal support?
• What are the key leadership tasks of the ED?
• How can the ED engage the board using generative conversations?
Agenda
Questions & Comments
Implementing New Practices
Where would you like to start? Take time to reflect, and then share at your table.
Vantage Point Resources: www.thevantagepoint.ca/content/resource-centre
• Sample ED Review Process
• Board Recruitment Toolkit • Board Assessment
• Responsibility Overview: Board and ED /Employees
Other Resources:• Leading Leaders by Jeswald W. Salacuse c. 2006
• Governance as Leadership by Chait, Ryan & Taylor c. 2005• The Abundant Not-for-Profit by Colleen Kelly & Lynda Gerty c. 2013
• Board Source: www.boardsource.org
Additional Resources
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