Generating Better Board Decisions Presentation 10/26
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The document discusses the importance of effective board governance and decision-making, emphasizing the need for boards to engage in generative thinking and strategic planning. It outlines principles for good governance and presents various modes of governance, highlighting best practices and actionable strategies for improving board efficiency and engagement. The session aims to empower boards to become more resilient amidst evolving challenges in the nonprofit sector.
Generating Better Board Decisions Presentation 10/26
- 1. GENERATING BETTER BOARD DECISIONS Dottie Schindlinger VP & Governance Technology Evangelist, Diligent October 26, 2017 • 10:30-11:30 AM • Brule
- 2. Presenter Dottie Schindlinger VP/Governance Technology Evangelist, BoardEffect (Diligent) dschindlinger@diligent.com +1 (215) 450-9383 linkedin.com/in/dschindlinger Twitter: @GovTechGeek @BoardEffect www.boardeffect.com
- 3. Engage with us! #CommonFuture17 @BoardEffect @GovTechGeek
- 4. Secure, cloud-based board management software that drives board efficiency, effectiveness & engagement What Is ? Optimizing Resources Enhancing Board Operations Improving the Board Member’s Experience
- 5. TITLE CARD Independent Sector’s Principles for Good Governance & Ethical Practice WHAT ARE THE PRINCIPLES? 1. The Principles for Good Governance and Ethical Practice outlines 33 principles of sound practice for charitable organizations and foundations related to legal compliance and public disclosure, effective governance, financial oversight, and responsible fundraising. 2. The Principles should be considered by every charitable organization as a guide for strengthening its effectiveness and accountability. 3. The Principles were developed by the Panel on the Nonprofit Sector in 2007 and updated in 2015 to reflect new circumstances in which the charitable sector functions, and new relationships within and between the sectors.
- 6. Today’s Agenda 6 Review 3 modes of governance & significance of “generative thinking” Provide a framework to help the board perform the “sense-maker” role Suggest practical strategies you can implement with your board
- 7. Shared Goals for This Session 7 Explore Best Practices Contextualize Chart a Path Forward
- 8. 8 The world is becoming more turbulent faster than most organizations are becoming more resilient.” GARY HAMEL What Matters Now “
- 9. What’s Happening Now? 9 • V.U.C.A. • Regulatory landscape is broadening & evolving (e.g., GDPR) • Resources shrinking, in danger of evaporating • Increased civic engagement • Stakeholder expectations are high (and climbing)
- 10. Board Analogies… The Board is to the Organization as ___________ is to __________. 10 From the “Governance as Leadership: Reframing the Work of the Nonprofit Board” seminar taught by William Ryan for the Pew Charitable Trusts, May 2007
- 11. EXECUTIVE GOVERNANCE SHARED GOVERNANCE GOVERNANCE BY DEFAULT GOVERNANCE BY FIAT 4 Profiles of Governance LEVELOFSTAFFINVOLVEMENT LEVEL OF BOARD ENGAGEMENT
- 12. Quick Poll! Which profile best describes your board now. 12
- 13. 13 In addition to oversight, boards need to provide insight, and, if possible, foresight.” NANCY AXELROD Governing for Growth “
- 14. ORG-SPECIFIC KNOWLEDGE REQUIRED ROLE Sentinels Strategic Partners to Management Sense Makers MediumLow High Modes of Governance FIDUCIARY STRATEGIC GENERATIVE
- 15. FIDUCIARY STRATEGIC GENERATIVE Key Question What’s Wrong? What’s the Plan? What’s the Question? Board Focus Define Problems Review Performance Solve Problems Shape Strategy Frame Problems Engage in Sense-making Board Process Parliamentary Procedure Logistical and Empirical Discussion More Informal and Creative Problems Are To Be Spotted Solved Framed Decision Making Resolution Reaching Consensus Framing the Question Board Sees Their Role As Oversight & Authority Strategist Fresh Perspective Performance Metrics Facts, Figures, Finances, Reports Strategic Indicators Competitive Analysis Signs of Learning and Discerning Board Behaviors in Each Governance Mode Excerpted from CentrePointe summary of "Governance As Leadership," July 2009.
- 16. Why does problem framing matter? 16
- 17. Practice Time! Discuss the exercise in groups. Create 1-3 questions in each “mode.” 17
- 18. FIDUCIARY STRATEGIC GENERATIVE Key Question What’s Wrong? What’s the Plan? What’s the Question? Board Focus Define Problems Review Performance Solve Problems Shape Strategy Frame Problems Engage in Sense-making Board Process Parliamentary Procedure Logistical and Empirical Discussion More Informal and Creative Problems Are To Be Spotted Solved Framed Decision Making Resolution Reaching Consensus Framing the Question Board Sees Their Role As Oversight & Authority Strategist Fresh Perspective Performance Metrics Facts, Figures, Finances, Reports Strategic Indicators Competitive Analysis Signs of Learning and Discerning Board Behaviors in Each Governance Mode Excerpted from CentrePointe summary of "Governance As Leadership," July 2009.
- 19. Strategies for Generating Better Decisions 1. Empower the Governance Committee 2. Establish norm of “respectful inquiry” 3. Collaborate on building the board’s agenda 4. Allow time for meaningful discussion 5. Make executive sessions more routine 6. Keep an eye out for “generative landmarks” 19
- 20. Tactics: Strategic Board Planning Calendar 1. Plot out topics across the year 2. Provide the schedule, topics, links to related reading, discussion questions 20
- 21. Tactics: Focus More Time on Meeting Prep 1. Provide “briefing” materials to inform discussion 2. Suggest generative questions to jump-start the board’s thinking 21
- 22. 1. About 90 minutes long 2. 5 minutes: community-building (with food) 3. 2-3 minutes: mission & inspiration 4. 1-2 minutes: consent agenda approval 5. 15-20 minutes: board education or training 6. 60 minutes: governing 22 Adapted from Susan Howlett’s “Boards on Fire! Inspiring Leaders to Raise Money Joyfully.” Tactic: “Generative” Meeting Agendas
- 23. Tactics: Meeting Flow 1. Silent meeting start with 1-minute essay 2. GBOMM’s – “Good, Bad, On My Mind” 3. Mini executive session at every meeting 4. Assign a time-keeper (NOT the Chair, NOT the secretary, NOT staff) 5. Post meeting evaluation 23
- 24. How Will You Use What You’ve Learned? 24 Identification Knowledge Execution Generative Landmarks Engagement Opp.’s Potential Obstacles Shared Learning Group Exercise Ongoing Board Ed. Governance Committee Implement Tools Generative Agendas
- 25. Thank you! Feel Free to Contact Me! Dottie Schindlinger VP/Governance Technology Evangelist, BoardEffect (Diligent) dschindlinger@diligent.com +1 (215) 450-9383 linkedin.com/in/dschindlinger Twitter: @GovTechGeek @BoardEffect www.boardeffect.com