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Permission Granted!
www.BoardLeadership.org
Copyright © 2017 by John Pearson and M.J. Murdock Charitable Trust. All rights reserved.
Permission granted to photocopy pages from Book 1 of 2 and Book 2 of 2 and download the PowerPoint for use within your organization.
Terry Stokesbary, Senior Program Director
M.J. Murdock Charitable Trust
703 Broadway, Suite 710, Vancouver, WA 98660
Office: 360-694-8415 - Fax: 360-694-1819
[email protected] - www.murdocktrust.org
www.BoardLeadership.org
John Pearson
Board Governance & Management Consultant
John Pearson Associates, Inc.
P.O. Box 74985 - San Clemente, CA 92673
Office: 949-500-0334
Email: [email protected]
www.ManagementBuckets.com
COACHES & PRESENTERS
Rick Ellingson
Dorothy Kim
Paula Kinney
Ed McDowell
Mike Pate
John Pearson
Scott Rodin
Terry Stokesbary
Plus: Observers/Resource People
4
TENTATIVE, SUBJECT-TO-CHANGE
SCHEDULE (p. 4)
10:00 a.m. Welcome!
12:30 p.m. Lunch
1:30 p.m. Afternoon Sessions
5:00 p.m. Break (or “Table Time”)
6:00 p.m. Reception
6:30 p.m. Dinner
7:15 p.m. Dessert/Evening Session (Terry)
7:45 p.m. Adjourn Wednesday : Sessions 1 to 6
Thursday: Sessions 7 to 14 (8 a.m. – 3 p.m.)
5
THE TOOLS…
…including detailed inspiration from your coach!
February 15-16, 2017
Book 1 of 2
Tools & Template Binder (1 per org.)
Online Survey
Resource Books
Website: www.boardleadership.org
May 3-4, 2017
Book 2 of 2
More Resource Books and Tools!
Coaching on Next Steps
6
THE 3 PHASES:
PHASE 1:
February 15-16, 2017 (+ Coaching)
PHASE 2:
May 3-4, 2017
PHASE 3:
Next Steps & Customized Coaching
Program Feedback, Feedback, Feedback…
7-YEAR VISION: 400 ministries!
7
Bottom Line: Overall (all things considered) how
satisfied are you with the program to date?
Scale of 1.00 to 5.00 (5 is high): 4.77
9
77.3%
22.7%
0.0%
0.0%
0.0%
0% 20% 40% 60% 80% 100%
Extremely Satisfied
Quite Satisfied
Moderately Satisfied
Slightly Satisfied
Not at all Satisfied
Overall Satisfaction
2016: 4.58
NET PROMOTER SCORE: How likely is it that you would
recommend this program to a friend or colleague?
92% - 4% = 88
Detractors
0 - 6
Passives
7-8
Promoters
9-10
Responses 1 1 22
Percentages 4% 4% 92%
11
NET PROMOTER SCORE: How likely is it that you would
recommend this program to a friend or colleague?
https://www.npsbenchmarks.com
MURDOCK
TRUST
BOARD PROGRAM
COHORT 3: 74
COHORT 4:
88
12
COMPANY DATE NPS
Costco 2015 79
Starbucks 2015 77
Southwest Airlines 2014 62
Uber 2015 37
United Airlines 1/1/2016* 10
Super 8 Motels 2014 4
Session 1: Our Strategic Next Steps
In this session: 1) Progress Reports on Our Next Steps
2) Insights from Other Organizations in the Room
14
Session 1:
Our Strategic Next Steps
15
ORGANIZATION COACH LOCATION
FISH Food Banks of Pierce County Dorothy Kim TBD
Life Options Kim Triller TBD
Eagle Wings disAbility Ministries Ed McDowell Corner 1
Hope Center Moscow Ed McDowell Corner 1
Vision House Ed McDowell Corner 1
Because International Mike Pate Corner 2
Trueface Mike Pate Corner 2
Agros International John Pearson Corner 3
YMCA of Pierce and Kitsap Counties John Pearson Corner 3
Firm Foundation Christian School Scott Rodin Corner 4
Nampa Christian Schools Scott Rodin Corner 4
Session 2: Discerning “The ONE Thing”
3
5
10
14
33 Principles for
Good Governance
and Ethical Practice
(pages 164-165) But wait! There’s more!
21
Session 2: Discerning “The ONE Thing”
PLUS! 80 Board Self-Assessment
Questions (pages 161-163)
85 Questions and
Answers (resource table)
22
“What’s the
ONE Thing
you can do
this week
such that by doing it
everything else would be
easier or unnecessary?“ http://urgentink.typepad.com/my_weblog/2016/05/the-one-thing.html
25
6 LIES THAT MISLEAD
AND DERAIL US:
Lie #1: Everything Matters Equally
Lie #2: Multitasking
Lie #3: A Disciplined Life
Lie #4: Willpower Is Always on Will-Call
Lie #5: A Balanced Life
Lie #6: Big Is Bad
26
4 THIEVES
OF PRODUCTIVITY:
Thief #1: Inability to Say “No”
Thief #2: Fear of Chaos
Thief #3: Poor Health Habits
Thief #4: Environment Doesn’t
Support Your Goals
27
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing” (p. 13)
THE CONTEXT FOR
THESE 2 DAYS
TOGETHER:
#1.1 Your board must
be a learning board!
28
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing”
THE CONTEXT FOR
THESE 2 DAYS
TOGETHER:
#1.2 Spiritually discern
how to segment your
learning
opportunities.
29
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing”
EXAMPLE:
Jim Collins’ Five Stages of Decline
Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death
http://urgentink.typepad.com/my_weblog/2009/07/how-the-mighty-fall.html
30
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing” (p. 14)
#2. ENSURE THAT THERE IS CRYSTAL CLARITY
BETWEEN THE ROLES AND JOB DESCRIPTIONS OF
THE:
Board
Board Chair
CEO
Senior Team Members
31
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing”
ENSURE THAT THERE IS CRYSTAL CLARITY
BETWEEN THE ROLES AND JOB DESCRIPTIONS OF
THE: BOARD, CHAIR, CEO, SR TEAM MEMBERS.
#2.1 Create “Draft #1” of the Prime
Responsibility Chart (page 15)
BOARD BOARD
CHAIR
CEO CFO PROG.
DIR.
Task… AP P
32
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing”
#2.2 Create a
strengths-based
culture and then
delegate to
strengths!
http://strengthsfindercoffeemugs.com
33
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing” (p. 16)
#3. DELEGATE YOUR READING!
Identify your 30,000-foot view
of board essentials.
34
Session 2: Creating a “Learning Boards
Culture” to Discern “The ONE Thing”
TABLE TIME until 12:30 pm
Page 17: #1. Foundational Question
#2. Learning Board Question
+ The ONE Thing Question
35
LUNCHEON BUFFET! 12:30 pm
1:05 p.m. – Ed McDowell
TOPIC: Each board chair (or
rep.) share one best practice
you learned over lunch from
another board chair or board
member.
(1-minute report)
36
Sessions 3 to 5: 1:30 p.m. – 6:00 p.m.* Includes 2.5 hours plus of Table Time
#3. Financial/Fiduciary BPM Practicum
#4. Board Chair and CEO Partnership
#5. Strategic Tools and Templates
5:00 – 6:00 p.m. – Table Time or Break!*
6:00 p.m. Reception
6:30 p.m. Dinner
7:15 – 7:45 p.m. Dessert & Session 6 (Terry!)
37
Session 3: The Board’s Financial & Fiduciary
Role to Ensure Long-Term Sustainability (p. 19)
38
The Business Model/
Board Policies Manual (BPM) Practicum
Introduction: 5 min.
Table Time: 45 min.
Q&A on Sustainability: 10 min.
Session 3: The Board’s Financial &
Fiduciary Roles: BPM Practicum
The board’s role in finance/fiduciary areas
Practicum: “Role play” a Governance Comm.
4 to 8 hour session on creating Version 1.0 of
your Board Policies Manual
Tools & Templates: Tab 2 (BPM template)
Resource: Good Governance for Nonprofits
Gather: archives, policies, and minutes
Add food and beverages!
Project BPM template on the wall…
Pray and start typing!
39
Session 3: The Board’s Financial &
Fiduciary Roles: BPM Practicum
Tools & Templates, Tab 2; Book 2 of 2: pages 23-26
BOARD POLICIES MANUAL
Part 5: Executive Parameters
Example: 5.2.2.2 (In addition, the CEO may not…) Approve an unbudgeted
expenditure or commitment of greater than $_________ without the
approval of the full board.
5.3.3 Programs with costs of more than $_______ shall be assessed
for effectiveness by an outside evaluator at least every three years,
with a written report being made available to the board.
40
Session 3: The Board’s Financial &
Fiduciary Roles: BPM Practicum
Finance/Fiduciary Resources New! Zondervan 2017 Church and Nonprofit Tax
& Financial Guide
New! The Guide to Charitable Giving (ECFA)
www.BoardSource.org
http://managementbuckets.com/budget-bucket
41
Session 3: Q & A on
Sustainability (p. 27)
42
1. Business Model description…
2. Sustainability definition…
3. Sustainability is important…for our board
and staff because…
4. Sustainability is important…for our major
donors because…
5.
Session 3: Q & A on
Sustainability (p. 27)
43
5. Sustainability is important…for the
Kingdom because…
“Is there anyone here who, planning to build a new
house, doesn’t first sit down and figure the cost so
you’ll know if you can complete it? If you only get
the foundation laid and then run out of money,
you’re going to look pretty foolish. Everyone
passing by will poke fun at you: ‘He started
something he couldn’t finish.’” (Luke 14:28-30 MSG)
Session 4: The Board Chair/CEO
Partnership – “Chief Sustainability Officers”
45
“The board chair-CEO relationship is like a pair of chopsticks.
One is much more effective with the support of the other.”
page 29
Session 4: The Board Chair/CEO
Partnership – “Chief Sustainability Officers”
46
IN THIS SESSION:
The Board Chair/CEO Partnership (Ed)
Table Time (Coaches)
Tool: Annual Board Member Self-Assessment (Mike)
Tool: Annual CEO Assessment (John & Dorothy)
“First among
equals.”
page 30
CONSIDER:
Indifferent or bad governance can do real
harm to your organization.
Good governance is foundational to the
organization’s effectiveness.
In the long run, your organization will be no
stronger than its board.
What might change if the board chair and
CEO viewed their roles, in part, as…
Chief Sustainability Officers?
“Success…will follow.”
“If these two organizational
leaders have a private compact
to do whatever is necessary to
make each other successful, the
success of the board and the
organization will follow.”
The Nonprofit Board Answer Book http://urgentink.typepad.com/my_weblog/2012/05/the-nonprofit-board-answer-book-3rd-edition.html
The Leadership Fulcrum
“Board chairs and executive
directors comprise the key
leadership fulcrum of nonprofit
organizations. . . Building and
nurturing this relationship must
be a priority.”
“The Board Chair-Executive Director Relationship:
Dynamics that Create Value for Nonprofit Organizations” https://www.wwcc.edu/CMS/fileadmin/PDF/Learning_Center/board-chair-executive-director-relationship-hiland-scnm-journal08-2.pdf
ful·crum ˈfo͝olkrəm,ˈfəlkrəm/
How the two of you
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER
effects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.
51
The key to strong governance The key to strong governance
How the two
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER… …affects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.
How the two of you
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER
effects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.
52
The key to strong governance The key to strong governance
How the two
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER… …impacts the CEO’s morale, sense of competence, and effectiveness in doing the job.
How the two of you
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER
effects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.
53
The key to strong governance The key to strong governance
How the two
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER… …determines the effectiveness of the organization as a whole and spreads through all its operational aspects.
How the two of you
• COMMUNICATE
• SUPPORT EACH OTHER • WORK TOGETHER
effects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.
54
The key to strong governance The key to strong governance
CEOs/Board Chair
Assignment/Affirmation:
• We connect regularly.
• We pray and plan together
• We keep things current.
• We debrief every time.
• In conflict, we get help.
Session 4: TOOL: Annual Board Member Self-Assessment
Tools & Templates Binder: Tab 15; Book 2 of 2: p. 32, 41-46
Where are you?
Annually
Occasionally
Never
Where do you want to be?
__________________
56
“#4. What aspect of your service on the board has been the least
satisfying and [least] enjoyable?”
Session 4: TOOL: Annual Board Member Self-Assessment
Tools & Templates Binder: Tab 15; Book 2 of 2: p. 32, 41-46
TABLE TIME
5 minutes
Where do you want to be?
__________________
57
“#4. What aspect of your service on the board has been the least
satisfying and [least] enjoyable?”
Session 4:
TOOL: Annual CEO Assessment
Tools & Templates Binder: Tab 13; Book 2 of 2: p. 33-40
One
Approach (p. 34)
Phase 1: Pre-work
Phase 2: Board Meeting
Phase 3: After the Board Meeting
Phase 4: Coaching (if needed)
58
Session 4:
TOOL: Annual CEO Assessment
Tools & Templates Binder: Tab 13; Book 2 of 2: p. 33-40
TABLE TIME
5 minutes
What is your next step?
To be completed by: _____, 2017
59
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability (p. 47)
Plus:
Effective Board
and
Committee
Meeting Tips
61
“At least once every five years, every form should be put on
trial for its life.” –Peter Drucker
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability (p. 48)
Why are tools and templates so
important?
Read:
“What Makes Boards Great”
Harvard Business Review
Trust: The Firm Foundation for
Kingdom Fruitfulness,
by ECFA President Dan Busby
100 Trust quotes: www.ECFA.org/trust
62
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
RESOURCE #1: page 49
Tools &
Templates
Binder
Priority: A B C
Point Person
63
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 2
Board Policies
Manual (BPM)
64
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 3
Prime
Responsibility
Chart
65
Prime Responsibility Chart – “Version 6” AP = Approval Required
P = Prime Responsibility
A = Assistant Responsibility
Board Finance
Comm.
CEO CFO
Budget Policies AP P A
Non-budgeted expenditures
under $5,000
AP
Annual Budget AP AP A P
CEO Standards of
Performance
AP P
CEO Performance Review P
66
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 4
CEO’s Monthly
“5/15” Report
to the Board
67
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 5
CEO’s Annual
S.M.A.R.T. Goals
and Monthly
Dashboard Report
68
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder: Tab 5
CEO’s Annual S.M.A.R.T. Goals
and Monthly Dashboard Report
"Earlier I discussed Dr. Gail Matthew's research that
individuals with written goals were 39.5 percent more
likely to succeed. But there's more to the story.
Individuals who wrote their goals and sent progress
reports to friends were 76.7 percent more likely to
achieve them." 69
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 6
Quarterly Board
Meeting: Agenda &
Recommendations
70
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 7
Board Nominee
Orientation Binder:
Table of Contents Can prospects spell “sustainability?”
71
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 8
Board Member
Annual Affirmation
Statement (detailing the 3 Board Hats)
72
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 9
Job Descriptions Board Chair
CEO “Chief Sustainability Officers”
73
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 10
Board Retreat
TrendSpotting
Exercise
74
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 11
StrengthsFinder
Chart One-page template (Excel)
Two-pages: 34 “themes”
75
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder: Tab 12
The Rolling 3-Year
Strategic Plan Placemat
76
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 13
Board’s Annual
Evaluation of the
CEO: “Chief Sustainability Officer”
77
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 14
Board Retreat Read-
and-Reflect Worksheets OPTION 1: Owning Up, by Ram Charan
OPTION 2: Peter Drucker’s Five Most Important Questions, by Peter Drucker
OPTION 3: Called to Serve (Max De Pree)
78
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
Tools and Templates Binder
Tab 15
Board’s Annual
Self-Assessment
Survey
79
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
RESOURCE #2: page 50
8 Tips on
Board
Best Practices
Priority: A B C
Point Person
80
Leverage
“Heavy Lifting”
Tip #7
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
RESOURCE #3: page 51
Fast
Feedback
Tool
Priority: A B C
Point Person
81
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
RESOURCE #4: page 52-53
“10 Habits at the
heart of exemplary
board governance”
Priority: A B C
Point Person Rebekah Basinger: “Exemplary boards track, assess, measure,
and expect that the organization is living up to its mission.”
82
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
“We are blind to the obvious
and blind to our blindness.”
83
RESOURCE #5: page 54
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
84
RESOURCE
#6
pages 55-56
Pop Quiz
Worksheet
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
RESOURCE #7: page 57
Effective Board and
Committee Meetings
BASIC TIPS
Priority: A B C
Point Person
85
Session 5: Strategic Tools & Templates for
Board Best Practices and Sustainability
TABLE TIME (p. 58)
…until 5 p.m. (or 6 p.m.!)
86
Optional!
TABLE TIME UNTIL 5:00 p.m.
Table Time or Break: 5:00 – 6:00 p.m.
Reception: 6:00 p.m.
Dinner: 6:30 p.m.
STRATEGIC NEXT STEPS Note Taker
Round-the-Room Insights
Summary or Consensus
Possible Next Steps
TOPIC: What tool(s) or template(s) might
be the solution(s) to our current
challenge(s)?
87
90
Permission Granted!
www.BoardLeadership.org
Copyright © 2017 by John Pearson and M.J. Murdock Charitable Trust. All rights reserved.
Permission granted to photocopy pages from Book 1 of 2 and Book 2 of 2 and download the PowerPoint for use within your organization.
Terry Stokesbary, Senior Program Director
M.J. Murdock Charitable Trust
703 Broadway, Suite 710, Vancouver, WA 98660
Office: 360-694-8415 - Fax: 360-694-1819
[email protected] - www.murdocktrust.org
www.BoardLeadership.org
John Pearson
Board Governance & Management Consultant
John Pearson Associates, Inc.
P.O. Box 74985 - San Clemente, CA 92673
Office: 949-500-0334
Email: [email protected]
www.ManagementBuckets.com