tag:blogger.com,1999:blog-33681679015501334952024-03-08T00:42:13.933-06:00LogicboardChad C. Parkerhttp://www.blogger.com/profile/13529125563252977535noreply@blogger.comBlogger19125tag:blogger.com,1999:blog-3368167901550133495.post-16302436901688135292011-04-22T09:22:00.002-05:002011-04-22T09:26:34.663-05:00Budget Oversight Verses Budget Approval<!--StartFragment--> <p class="MsoNormal">There are 1.9 million non-profit corporations in this country. By law, all are required to have a governing board. As those boards gather to oversee the work of their organization they sense some level of fiduciary responsibility, and more often than not the focus is financial. Virtually every board believes the most responsible thing they can do is “approve” the institution’s annual operating budget, even approving routine expenditures.</p> <p class="MsoNormal">Good board governance relinquishes budget approval in favor of shouldering a larger responsibility.</p> <p class="MsoNormal">In the context of good governance, the board’s role is not focused on operational or managerial items. Rather, it sets direction (true vision – see blog dated January 12, 2010) for the organization, rigorously monitors progress (see blog dated January 26, 2010) toward vision achievement, and monitors (see blog dates February 18, 2010) financial health and legal compliance so the organization is protected when the board is not in session.</p> <p class="MsoNormal">That said; the board’s responsibility with the budget is significantly greater than approval. Consider the following board tasks phrased in the form of questions.</p><p class="MsoNormal"></p><ol><li>Does management have a 3-5 year strategic plan, with annual initiatives, suitably aligned to board vision?</li><li>Has management supplied the board with an annual budget (or financial operating plan) correctly aligned to the strategic plan?</li><li>Does the annual budget clearly fund the prioritized initiatives outlined in the strategic plan?</li><li>What cash-flow management steps are in place to ensure that strategic initiatives are funded <span style="color:black">while concurrently protecting against overspending and maintaining necessary cash reserves?</span></li><li><span style="color:black"></span>Have key employees been adequately informed of all budget priorities regarding strategic initiatives? Are they knowledgeable enough to supportively communicate those priorities to additional stakeholders?</li><li>What financial assumptions (items outside the organization’s control, but directly affect it), if any, are in play and affect the budget positively or negatively?</li><li>Is management <span style="color:black">projecting less-detailed budgets, 1-2 years beyond the current fiscal year, where funding is introduced for future strategic initiatives?</span></li></ol><p></p> <p class="MsoNormal">When engaging budgets, governing boards demonstrate fiscal due-diligence differently than boards whose focus is administrative or managerial. Governing boards exhibit rigorous budgetary oversight by devoting themselves keenly to the above process.</p> <!--EndFragment-->Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-73919051901523267952010-10-12T21:55:00.000-05:002010-10-12T21:57:09.621-05:00Evaluating Board Performance<!--StartFragment--> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">Everyone is in favor of performance reviews so long as it doesn’t involve them. <o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">Good leadership at the board level involves a rigorous review of board performance. Boards have a tendency to view executive performance as the only evaluation necessary – an erroneous conclusion. In fact, the best evaluations of executive performance are grounded in exact and transparent reviews of board performance.<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">This is a revelation for most boards, especially in the non-profit arena!<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">In a national study (by USA/Hendrick & Struggles) regarding overall board effectiveness only 60% rated their directors as “effective,” and only 31% rated their directors as “very effective.” <o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">Executives have confidence in, and readily submit to, boards that hold themselves accountable to strong benchmarks of leadership behavior; in particular boards who spend quality time assessing the effectiveness of their own performance.<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">True improvement in Board performance requires precise evaluation means collectively and individually. Findings should be shared openly and transparently and personal accountability must flourish. <o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">There are a variety of means to enhance this commitment, many of which can be found on line via numerous vendors. Good means do not have to be arduous or complex. Whatever the means, the most important thing is for an evaluation to be fair, objective and useful. Therefore, performance must be measured against approved board criteria; namely, board policy – things like values, norms and job products. <o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">To be sure, the first few rounds of evaluating board performance will be tenuous. Some board members will be fearful of findings, how to treat suggestions for improvement, or worse, how to respond to a failing grade. However, in the context of good deliberation responsible board members will respond positively to the encouragement of their peers. Improved board performance, collectively and individually, will thrive.<o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial">Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.<span style="mso-spacerun: yes"> </span><o:p></o:p></span></p> <p class="MsoNormal"><span style="font-size:11.0pt;mso-bidi-font-size:12.0pt; font-family:Arial"><o:p> </o:p></span></p> <!--EndFragment-->Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-6214323024408137122010-05-24T08:18:00.002-05:002010-05-24T08:22:03.476-05:00<!--StartFragment--> <p class="MsoNormal"><b><span class="Apple-style-span" style="font-family:arial;">Evaluation – Steps to Improvement</span></b></p> <p class="MsoNormal"><span class="Apple-style-span" style="font-family:arial;">Assessing the performance of subordinates is championed by virtually everyone regardless of the organization. Chances are good that those reading this blog are expressing some form of affirmation to the aforementioned statement; some exuberantly. But, who is evaluating the board and the execution of its role?</span></p> <p class="MsoBodyText"><span style="font-size: 11pt; "><span class="Apple-style-span" style="font-family:arial;">A board’s pursuit of excellence should be perpetual; which means every board member at every meeting should be cognizant of how well they carry out their work. Good board evaluation (of the board as a whole and its individual members) fosters the quest for improvement and diverts the temptation to settle for the status quo. Every board should have a competent process for objectively assessing effectiveness at fulfilling its work in the context it designed for itself. Engaging this process should take place annually.</span></span></p> <p class="MsoNormal"><span class="Apple-style-span" style="font-family:arial;">Objective, systematic and rigorous monitoring of board performance must be solely against pre-determined criteria. What would that be? Start with this question: in the past twelve months has the board been consistently compliant to its own policies? You might choose to rank them using a Likert scale format (1-5), 1 being strongly disagree and 5 being strongly agree. Based on previous blogs, consider the following list.</span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">1.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board defined its role in writing and remained true to it </span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">2.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">Board meetings are free of personal agendas and politics</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">3.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The behavior of each board member contributed to board success</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">4.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">Board members have effectively demonstrated trust in board context</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">5.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board Chair has been a key to board success over the past year</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">6.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board maintained a strong governance position rather than gravitating to management</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">7.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board established and communicated a clear vision for the organization?</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">8.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board done a good job monitoring progress of the organization toward vision</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">9.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board adequately protected the organization with clear policy</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">10.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board established a values-based context for leading</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">11.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board adhered consistently to its own values</span><span class="Apple-style-span" style="font-family:arial;"><o:p></o:p></span></p> <p class="MsoNormal" style="margin-left:0in;text-indent:0in;mso-list:l0 level1 lfo1; tab-stops:list 0in"><span class="Apple-style-span" style="font-family:arial;">12.</span><span style="font:7.0pt "Times New Roman""><span class="Apple-style-span" style="font-family:arial;"> </span></span><span class="Apple-style-span" style="font-family:arial;">The board recorded its job products and delivered them on time</span></p> <p class="MsoNormal"><span class="Apple-style-span" style="font-family:arial;">Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information. </span></p> <!--EndFragment-->Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-66420486000961025732010-03-30T12:03:00.002-05:002010-03-30T12:07:37.154-05:00Value-based LeadershipEffective boards are characterized by clearly articulated values!<br /><br />Once identified and recorded …<br /><br /> 1. Board-level subjects should pass through the grid work of values<br /> 2. Relationships of board members in meetings are framed by values<br /> 3. Discussions and decisions are guided by values<br /> 4. Values guard against personal agendas and politics<br /> 5. Management or staff should be influenced by board values<br /> 6. Stakeholders should view the board in the context of its values<br /><br />What are values? They are descriptions of worth; qualities on which the board depends; a narrative of how the board works collectively; a clear context for the board’s role as strategic thinkers.<br /><br />Examples are helpful.<br /><br />Character: in every endeavor we commit to be honest, truthful and trustworthy. Irreproachable conduct encompasses the working relationship in every venture and serves as a model for each client. Dependability is a staple of rapport.<br />Excellence: every project is entitled to exemplary work. We pledge to provide peerless achievement commensurate with our skills.<br />Unity: in mission and vision unanimity prevails. In function, the collective wisdom of the group exceeds the wisdom of any individual.<br /><br />When properly defined, owned and articulated, values can serve as change agents for the entire organization. They can act as guardians against the tendency boards have to drift away from good governance and regress to ineffective attempts at management.<br /><br />As the board conducts an annual review of its performance (an upcoming blog subject), it should include an evaluation of how well it adhered to its values.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-48690227889388898992010-02-18T11:40:00.001-06:002010-02-22T11:33:16.605-06:00Protecting the OrganizationIn previous blog posts clarity has been given regarding the board’s role – boards are saddled with the fiduciary duty of governing their organization. They maintain a moral, legal, and financial accountability for the organizations they lead. That translates into a laundry list of issues and activities – e.g. personnel, compensation, accounting, risk management, communications, facilities, investments, record keeping, reporting, and staff methods. That said; the board holds control over those items and must protect the organization regarding each. However, in reality, it is impossible for the board to keep up with all those issues.<br /><br />Facing this conundrum, how can the board realistically fulfill its fiduciary role and protect the organization? The board has two options:<br /><ol><li>It can choose to meet more often in an attempt to review all the issues listed above and prescribe the strategic means for handling each. Additionally, it can peruse, refine, tweak and then approve all management means brought to them. </li><li>It can ensure that all activities and actions regarding the issues listed above are prudent by deciding in advance exactly what functional and operational means are unacceptable. Any staff decision, activity, or action that doesn’t violate board specification is routinely approved, then, implemented and doesn’t require the board to meet.<br /></li></ol><p>The latter of these two options is by far the better. It demonstrates true board leadership and provides protection for the organization, even when the board is not in session. In progressive, advancing organizations boards cannot meet often enough to stay abreast of all the issues and prescribe meaningful strategic means for handling each one. However, boards can govern those strategic means by setting limitations (functional and operational activities, decisions or means that are unacceptable), boundaries or general constraints for staff. Once identified, those limitations should be placed in writing and given to staff.<br /><br />This proactive protection also serves as empowerment for staff. Any means chosen by staff, if they fit inside the boundaries provided by the board, are automatically approved. Staff doesn’t have to wait for the board to meet and grant permission to implement. As long as staff is compliant to board-stated constraints they should consistently feel board support in the context of empowerment.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information. </p>Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-17156849929923428492010-01-28T11:27:00.000-06:002010-01-28T11:28:48.646-06:00Monitoring Progress – The Duty of Good GovernanceIn spite of best efforts, it’s unrealistic for boards to “know everything” about an organization. Instead of wading through agendas packed with a minutia of detail (making decisions, crafting programs, resolving problems, critiquing projects, directing staff, supervising money, tweaking and approving the ideas of others), the board needs to operate at the macro level, specifying what it needs to know about mission execution, vision achievement, financial and legal compliance (fiduciary health), and limitations compliance. Within that information spectrum the board rigorously executes its governance duties.<br /><br />Who and what should be monitored? Pertinent question! Here’s the answer – chief staff officer, financial and legal matters and the organization’s progress toward achievement of a vision crafted and articulated by the board. Monitoring executive performance is synonymous with monitoring organizational performance. The purpose of this monitoring is to determine the degree to which the chief staff officer is achieving the Board’s vision for the organization and remaining compliant to board policy.<br /><br />That said; systematic monitoring of executive job performance must be solely on the basis of the achievement of board vision, fulfilled job products and compliance with executive imitations. Further, it is incumbent on the chief staff officer to objectively demonstrate to the board that achievement of board policy is occurring.<br /><br />Good monitoring requires three specifics.<br /><br />One: a stated gauge of predetermined key result areas. The data requested by the board is specific, never general. This information is judgmental in that it rigorously and intentionally measures achievement of predetermined criteria – criteria set by the board.<br /><br />Two: type and method of reporting. Relative to type, reporting is either internal or external. If the information is supplied by someone outside the organization (independent financial auditor) the reporting is external. Data supplied by staff is internal. Method refers to format. Facts can be written, oral, graphed, charted, tabled, or diagramed. Data supplied by the chief staff officer is always historical or retrospective.<br /><br />Three: timing. When and how often key result areas are measured must be defined. Determined frequencies for reporting helps communicate what the board thinks is most important. More specifically, if the board meets quarterly it must decide what data is most important to monitor or measure in each quarter. Should the board meet monthly it must determine the information critical to each month.<br /><br />Once the monitoring process is determined, the board is in a strong position to celebrate and award achievement or effect timely corrective action.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-45119653309028854752010-01-12T13:42:00.001-06:002010-01-12T13:45:22.139-06:00Establish Vision: A Word Picture of Success<p>Vision is a buzz word in the vocabulary of every leader of every organization these days. That’s important. Unless an organization has a well defined preferred future toward which all strategic endeavors are aimed, it merely continues to execute the same thing over and over expecting different results – some call that insanity.<br /><br />Don’t confuse mission with vision. Mission defines why an organization exists and what it does. Mission is described with verbs and objects. Mission statements reflect hard work, sacrifice and investment. Conversely, vision defines where the organization is going, what it intends to become and how it characterizes success. Vision is described with nouns and adjectives. Vision statements reflect creative thinking, innovative yet realistic descriptions of what the organization could look like in ten years. A true vision statement provides direction, destination and the stretch necessary to get there.<br /><br />Some “do not’s” when writing vision:<br /><br /> 1. Do not use verbs or objects<br /> 2. Do not include actions or means-related activities<br /> 3. Do not include people, programs, buildings or forms of education<br /> 4. Do not use interim-type words like “try,” “examine,” “seek,” or “strive”<br /> 5. Do not use pretentious, cosmetic words or terms that exaggerate<br /> 6. Do not be vague – precise, realistic and achievable yet challenging is a must<br /><br />“Layers” versus objectives. A very important concept in crafting a powerful vision. The word “objectives” has been applied in management settings since the 1950s or earlier; and when used they prescribe means-related activities or the “how to” for achievement. In the context of good governance boards refrain from engaging objectives. They leave such strategic planning work to staff or management.<br /><br />A vision statement without definitive “layers” or “ENDs” (special terms in the context of board governance for defining vision) is open to anyone’s interpretation. Boards cannot afford to be vague when crafting vision. Layers provide necessary definition.<br /><br />Here’s an example of a good vision statement (using nouns and adjectives) with defining “layers” from Starbucks. “The premier purveyor of the finest coffee in the world.” Check out the “layers.”<br /><br /> 1. Work environment with respect & dignity<br /> 2. Diversity in the way we do business<br /> 3. Excellence in purchasing & roasting<br /> 4. Satisfied customers all the time<br /> 5. Profitability is essential to success<br /><br />Starbucks believes that if they achieve the layers (which may have additional layers under each of the five above) they become, by their own definition, “The premier purveyor of the finest coffee in the world.”<br /><br />When crafting vision the insights above can be very helpful.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information. </p>Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-41177966647857357502009-12-15T15:26:00.000-06:002009-12-15T15:27:34.208-06:00Board Governance or Management: Is There a Difference?Yes, there is a huge difference. It is not a matter of right vs. wrong or good vs. bad. Rather, it is more an issue of effective vs. ineffective. Especially in the not-for-profit arena, virtually all boards begin as working or management boards. The organization is small with few staff or employees, but the dream is real. So everyone pitches in to move the dream from concept to reality.<br /><br />Management boards are hands-on. Their sense of ownership and protection comes from making decisions, crafting programs, resolving problems, critiquing projects, directing staff, supervising money, tweaking and approving the ideas of others. They thrive on trivia and the debate that often accompanies it. There is a high value placed on information, control functions, documentation and reporting. Within this culture there is an unwritten (but invalid) principle – the longer and more detailed the meeting, or the more often meetings occur; the more important the board is to the life of the organization.<br /><br />As organizations enjoy expressions of success, boards who hold to this form of leadership can become restrictors of achievement, unintentionally - therein ineffectiveness emerges.<br /><br />Governance boards operate at a macro level. Their ownership comes from setting direction for the organization through a well defined and articulated vision, the achievement of which is delegated to staff. Protection is achieved through a clearly crafted set of limitations that define the functional and operational boundaries that empower staff. Instead of wading through agendas packed with a minutia of detail, the board defines what it needs to know about vision achievement, fiduciary health and limitations compliance. Within that information spectrum the board rigorously monitors the progress of the organization (and executive performance) toward vision achievement while meetings are dramatically shorter.<br /><br />As organizations enjoy expressions of success, boards who embrace this form of leadership continue to provide fresh leadership by revisiting vision, limitations and monitoring data, making sure that it continues to be relevant, vibrant and empowering – therein effectiveness prevails.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-66733845102388587412009-11-30T13:41:00.002-06:002009-11-30T13:53:49.203-06:00Board Chair - Key to Board Success<p>Without question, the board chair is a major success factor. Communication, consensus building, strategic agendas, management of meeting time, accountability for team assignments, integrity with board policies can fall victim to an unskilled or unprepared chair. <br /><br />What things contribute to an effective chair?<br /><br />Good boards maintain an annual agenda, the contents of which drive the regular meeting agendas. The chair should:</p><ol><li>Check the annual agenda for direction and priorities</li><li>In formatting the regular meeting agenda stick to the priorities<br /> Approve minutes first<br /> Executive reporting and board policy work should be next<br /> Board education, future meeting dates, correspondence, etc should always be last<br /> Reject items that are not board-level issues</li><li>Distribute the agenda 7-14 days in advance with directive comments and/orcoaching<br /> Highlight items that will receive special emphasis<br /> Provide encouragement for advanced preparation<br /> Note subjects or items where caution and concern should be given<br /></li></ol><p>Advance communication with the chief staff person is strongly suggested. The chair should:</p><ol><li>Remind or inform the chief staff person of required reporting</li><li>Gauge the readiness of the reporting</li><li>Inquire about any breach of board policy since the board last meeting</li><li>Gain staff insight into the agenda items<br /> </li></ol><p>Personal preparation is critical. The chair should:</p><ol><li>Check board minutes for accuracy prior to the meeting</li><li>Start meetings on time regardless</li><li>Anticipate those prone to dominate board discussion and commit to limits</li><li>Seek input from every board member on every item</li><li>Rephrase where clarity is needed</li><li>Reject additions to the agenda immediately before or during the meeting</li><li>Keep agenda items within scheduled time allotments</li><li>Provide a proactive voice of confidence, encouragement, direction and decision</li><li>Seek and ask for consensus on decision items </li><li>At the conclusion of the meeting, never ask, “Is there any other business”<br /> </li></ol><p>Adjourn on time.</p>Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-85599384724025628072009-11-18T13:51:00.002-06:002009-11-18T13:54:33.816-06:00Fatigue in the BoardroomIt happens more often than many board members want to admit. Most can stay focused and energized for 2-3 hours, but when agendas spill across an entire day fatigue is inescapable for the majority. When it arrives its subtle. A temptation to pull out the iPhone, Blackberry or Droid and check for new emails; a three minute brain-freeze and subsequent stare, after which there is a sudden awareness of no comprehension for what just transpired; a impulsive urge to get up and pace the room; a slight sense of irritability presents itself; a mental disconnect; finally and uncontrollably, eyelids fall shut.<br /><br />What can be done to minimize boardroom fatigue?<br /><br />1. Light in the room must be bright<br />2. Temperature on the cool side<br />3. Chairs must be padded and comfortable<br />4. Ample space in the room and between attendees<br />5. Video equipment with a high degree of lumens so dimming lights is unnecessary<br />6. Breaks for restroom, stretching, and refreshments every two hours<br />7. Board members who are well prepared and maintain an enterprising perspective<br />8. Humor that is encouraged but controlled<br />9. Chairperson who:<br /> a. Manages the agenda assertively<br /> b. Solicits input from every board member on every agenda item<br /> c. Readily summarizes discussion and seeks consensus<br /> d. Limits repeated input from those prone to dominate<br /> e. Keeps agenda items within scheduled time limits<br /> f. Maintains ready recall of board policies<br /> g. Praises achievement demonstratively<br /><br />While there are no means for eliminating fatigue, the above items can be of great assistance. Try them soon. Improvement should come quickly.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-36519891596089488022009-10-29T17:16:00.002-05:002009-11-10T22:00:48.458-06:00Teams Rather Than Committees - A Better OptionEvery board has or uses committees. But, do they feel respected and appreciated? Is their work truly valued in the board leadership context? Historically, having standing committees assigned to a variety of tasks is the traditional path followed for board work. While some of those committees are effective, many serve a mere perfunctory role. Others, led by assertive personalities, have a strong tendency to exercise authority not extended from the board, all in the name of “getting things done.” Still others work hard and bring recommendations to their board, only to have them changed substantially, or disregarded as a bad or untimely idea; in which case the team feels devalued and may begin to disengage.<br /><br />Using teams creatively can be a much better option.<br /><br />Boards can be served by sub-teams comprised of their own members or by teams consisting of other people in, or associated with, the organization. Such teams can do research or other forms of “leg-work” for the board. As those teams work they should see themselves bringing options to the board rather than a single recommendation.<br /><br />A single recommendation finds itself in a precarious position before an assertive board. Unless the board can adopt a team’s recommendation verbatim, changes (some of them wholesale) are inevitable.<br /><br />Options, on the other hand, allow the board to pick, choose, combine, tweak, modify or change the options. Boards rarely disregard a team’s work when it is presented with a litany of options. In that context the team and its work are always valued. Both groups are served. Further, teams who function under this prescription are rarely tempted to extend themselves beyond their assigned boundaries. Personal agendas are minimized. Everyone wins!<br /><br />Boards are best served by ad hoc teams. As board-level issues present themselves, giving rise to the need for work by a team, that’s the precise moment one should be appointed using the most gifted people available for the specified need. The role of the team is serve the board; never make decisions in place of the board; or exercise authority not extended from the board. Once a team fulfills its charge it should be disbanded.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-67183743612362722372009-10-25T18:43:00.001-05:002009-10-25T18:43:51.531-05:00Communication - It Requires Trust!Everyone talks about the importance of good communication. No marriage, family, organization, staff or board can succeed without it. The better communication becomes the more fertile the setting for achievement. All groups dispense information, throw popular clichés around the room, dole out opinions; even toss a few ideas into the mix. But few enjoy an unencumbered exchange of values or risk the expression of feelings, failures and confession.<br /><br />The deepest and most constructive forms of communication flourish in an environment of trust. In fact, it can be said that one way to judge the effectiveness of any group, boards in particular, is to observe the level at which communication occurs. High levels of trust encourage stronger forms communication. The more effective communication becomes the more fertile the context for success.<br /><br />What builds trust at the board level?<br /><br />Appropriate time and means for orientation – every board member profits here<br />Social time outside of meetings – learning about one another happens here<br />Expressing questions and concerns must be encouraged – feelings are linked here<br />Use sub-team assignments – melding skills here benefits the larger board context<br />Understand varied personality traits and chemistry – greater wisdom is found here<br />Periodic evaluation of board performance – ask about trust and acceptance here<br /><br />Arguably, trust isn’t taught, it’s grown. It is a by-product, a result, an outcome. Don’t expect it to be permanent; it is an illusive commodity that requires constant attention and continual nurturing.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-25231129430388380432009-10-05T13:09:00.001-05:002009-10-05T13:11:08.194-05:00Does Individual Behavior Play a Role in Board Success?Indeed it does!<br /><br />Much like values discussed in the previous blog, every board would be well served by a list of personal behaviors it expects from participating members. Most boards often talk about the importance of trust, transparency and teamwork. But candidly, it’s not much more than an expression of intellectual ascent, albeit genuine. Boards that hold these items in high regard must have assertive means for achieving them.<br /><br />Trust, transparency and teamwork can be achieved with a list of individual behaviors that provide a leadership culture in which they flourish. Such a list should appear as board policy. Further, every board should have both a formal (an upcoming blog) and informal evaluation process by which it assesses compliance to these behaviors. On an informal basis board members should be self-policing and hold one another accountable to these behaviors at every meeting.<br /><br />What behaviors should appear on this list? Here’s a starter set. But it must be understood that every board has to custom design a list that serves their culture.<br /><br />Attendance: except for emergencies or unexpected work assignments, perfect attendance should prevail. Effective teaming is achieved only if every member is present. Attendance records should be visible at every meeting.<br />Diligent preparation: board members seeking to contribute to agenda work without preparing in advance undermine efforts toward effective teaming. Effectual leadership can be achieved only by making use of the interdependent strengths consistently contributed by every board member.<br />Enterprising perspective: prepared board members come to each meeting with innovative or creative ideas for achieving the board’s assigned work. Along with these innovative suggestions there must be an overarching spirit of cooperation. Good board members always want what’s best for the organization, never what profits them.<br /><br />The above list can be expanded with things like confidentiality, consensus, respect, reliability, etc. Just remember, trust is grown while transparency and teamwork are acquired.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-7345824612895398972009-09-21T14:29:00.001-05:002009-09-21T14:29:33.900-05:00Minimizing Personal Agendas and PoliticsWhat a tense topic! Boards of non-profits, colleges and universities, and churches are infected with these viruses more than others – a common malady for sure. In interviews and feedback sessions with numerous senior staff leaders of these organizations this is a common complaint. Virtually all of them moan and grumble about these leadership illnesses. They wish their boards were free of these negative factors that impede good leadership. But few have been able to rectify the issue.<br /><br />Can anything be done to minimize, even eliminate, these ailments? Indeed!<br /><br />Every board would be well served by a set of values. In fact, they should be board policy. Once a board defines its rightful role to the organization it leads, it should establish a set of values that serve as the foundation for all the board does. Board values (not to be confused with organizational values) define the boards working environment. They outline how the board operates when it is in session. They bring clarity to a set of standards (or behaviors) to which each board member adheres and for which they are collectively and individually accountable. Values are preset criterion that reinforce decision-making, facilitate problem solving, expedite conflict resolution, energize vision casting, and foster a deep sense of trust.<br /><br />Here are three illustrations.<br /><br />Character: In every endeavor we commit to be honest, truthful and trustworthy. Irreproachable conduct encompasses the working relationship in every venture and serves as a model for every project or task.<br /><br />Unity: In mission and vision, consensus prevails. In function, the collective wisdom of the group exceeds the wisdom of any individual. In communication, vulnerable transparency is championed. <br /><br />Partnership: We endeavor to form and maintain a high performing consociation that is characterized by mutual learning, a desire for success, a commitment to remain free of personal agendas and embrace only what’s good for the organization we serve.<br /><br />At every meeting the board should remind itself of these values.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-56542093093611765922009-09-08T11:00:00.001-05:002009-09-08T11:00:54.826-05:00What's the Board's Role?With regularity an assumption is made that every board member knows and understands the role of the board relative to the organization it leads. Seldom do boards clarify their role in writing. So, most board members believe they attend each meeting prepared to make decisions on the issues at hand, whatever they turn out to be. Boards functioning in this capacity are reactionary.<br /><br />They lack the proactive leadership management desperately desires<br />They waste the knowledge and wisdom offered by gifted board members<br />They squander scheduled agenda time and elongate meetings<br />They let priority items slide in favor of minutia<br /><br />Boards owe it their members and stakeholders to define and document the expected results of their work. In writing, the board should identify its job products. Job products go well beyond a detailed list of responsibilities by specifying the desired outcomes, results, or accomplishments of those duties; along with appropriate timeframes for their completion. Whatever appears on the job products list must be different than the items assigned to management; thereby eliminating competition and conflict.<br /><br />Boards that govern by keeping agendas focused solely on preselected job products …<br /><br />Demonstrate proactive leadership<br />Bring an enduring value to the organization<br />Give priority and legitimacy to what’s most important<br />Separate themselves from management<br />Empower management<br />Create meaningful agendas and meetings<br />Recruit board members with governance skills<br />Inspire a leadership culture for accelerated progress and achievement<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-38060894916853976712009-08-26T14:52:00.001-05:002009-08-26T14:52:58.506-05:00Where Does Success Begin?Every organization exists to make a difference. Whether founded by an individual or group, just read the mission statements they post and you know it’s true. That said; where do you begin the task of crafting a culture of empowerment where accelerated progress and achievement are realized? As important as a good business plan is, that isn’t the starting point. Begin with the board. Virtually every not-for-profit organization or publically traded company is required to have one. Business cannot be done without one.<br /><br />Sadly, many boards are tolerated by management. Frequently, boards find themselves spending inordinate amounts of time reacting to efforts of others. Meeting agendas are recurrently filled with trivia. Board members routinely question the value they deliver to the organization resulting in a loss of interest, absenteeism, dissatisfaction and frustration. Plagued by a fear of losing their sense of value to the organization or abdicating their fiduciary responsibility for the organization, board members react and seek to take control. In doing so, they unintentionally restrict progress toward mission achievement.<br /><br />Do responsible boards have other options? Indeed! Consider the following thoughts. Good boards:<br /><br />Define their role in writing; a role that is different than management<br />Agree to operate with high ethical standards; the core for unity and trust<br />Craft clear mission and vision documents; these provide long-term direction<br />Empower key leaders in management; a means for accelerating progress<br />Structure limits for management; a path of protection<br />Evaluate their own performance; a process for improved leadership<br />Make decisions via consensus; it eliminates winners and losers<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings detail and coaching to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-61645972118837198232009-08-14T11:41:00.002-05:002009-08-14T11:46:40.656-05:00A Pattern Among Ineffective BoardsDid you know that there are 1.4 million not-for-profit organizations in the United States, commonly referred to as a 501 (c) 3? What an astounding figure. They include benevolent associations, colleges and universities, churches and more. By law each of them is required to have a board (e.g. directors, trustees, elders, church council) that has the fiduciary duty of governing the organization. But few do it well. In fact, a significant portion of them are struggling in their efforts to be effective. Why?<br /><br />Look at this list of items. They reflect a pattern among struggling, ineffective boards.<br /><br />Agendas are too full; often crammed with time consuming trivia<br />Meetings are too long; often focused on activity rather than results<br />Results from those long meetings are minimal; often unsatisfactory<br />Frustration and absenteeism are acute<br />Internal politics thwart unity and impede progress<br />Role of the board vs. management is unclear<br />Conflict between board and staff<br />Board leadership is reactionary, seldom pro-active<br />Qualified people are reluctant to serve<br /><br />These items reflect a traditional style of board leadership. While they are not wrong, they are strongly inadequate for advancing organizations in a culture whose landscape is changing by the month.<br /><br />Logicboard offers an innovative and highly successful model for board leadership and governance. It brings a positive resolve to the items listed above. Contact us today for more information.Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-87780676712160932902009-07-27T11:47:00.001-05:002009-07-27T11:53:40.818-05:00WelcomeThis is a new addition to our website. It is intended to give you quick suggestions to improve the leadership of your board, enhance strategic planning, and encourage personal leadership development.<br /><br />We hope you will visit often in the coming weeksAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-3368167901550133495.post-37849674271673016512009-06-22T13:17:00.001-05:002009-06-30T16:31:34.782-05:00Welcome to the Official Logicboard BlogWelcome to the official Logicboard Blog. Here we will feature articles written by the Logicboard principals, along with resources and links to some of the most powerful board management tools on the web. We hope you find this blog useful, check back soon.<br /><br />If you have any questions about leadership or board management, please use the contact form on our website at: http://www.logicboard.org and we may feature your question here on the blog.<br /><br />Thanks again for checking us out!<br /><br />LogicboardUnknownnoreply@blogger.com