board nurturance susan s. stratton, cae leading edge mentoring dorothy i. mitstifer, phd kappa...
TRANSCRIPT
Board NurturanceBoard Nurturance
Susan S. Stratton, CAELeading Edge Mentoring
Dorothy I. Mitstifer, PhDKappa Omicron Nu
What is the Role of the What is the Role of the Board?Board?
Governance• Seeing to it that the
organization achieves what it should and avoids unacceptable situations.
Healthy StructureHealthy Structure
Board’s relationship with the CEO is formed around accountability of the position, not individual tasks.
Board’s concern is for total organizational performance for which it holds the CEO accountable.
CEO is accountable to the full Board, not individuals on the Board.
Key Concerns in the Key Concerns in the Board-CEO PartnershipBoard-CEO Partnership
Empowerment Boundaries Linkage Accountability Mutual Respect
Board Staff
EmpowermentEmpowerment
The Board must empower the CEO to do that which s/he was trained to do.• Delegate authority
to lead and administer.
• Ensure resources are adequate to do the job.
The CEO must empower the Board to do its own work. • Link to the
community.• Focus and deliberate
on real issues.• Be responsible for its
own job design, job products and Board discipline.
Respect for BoundariesRespect for Boundaries
Integrity of the Boundaries is the Key• Whatever the
Board delegates to the CEO is removed from the Board’s responsibility, but not its accountability.
Common sense communication in anticipation of brewing conflicts from both sides...• it’s human nature!
The Board monitors CEO performance• for accountability
Linking ActivitiesLinking Activities
CEO keeps the board in the loop.• to honor the
employer-employee relationship
CEO is a resource to the Board in its deliberations and pursuit of policy development
Clear communication while observing boundaries is critical
Accountability = Accountability = Integrity of Your WordsIntegrity of Your Words
Observe the boundaries of the garden fence
How Do You Get How Do You Get to the Healthy Structure?to the Healthy Structure?
Healthy Structure• Board’s relationship with the CEO is formed
around accountability of the position, not individual tasks.
• Board’s concern is for total organizational performance for which it holds the CEO accountable.
• CEO is accountable to the full Board, not individuals on the Board.
Creating Alignment: Creating Alignment: Board DutiesBoard Duties
The Board sets the tone• The Board must
work toward its own wholeness
The Board must focus and define the end goals (outcomes) in terms of the customers.
The Board clarifies the distinctions between the board function and the CEO.
The Board clearly delegates all operational issues to the CEO, and holds the CEO accountable for all it has delegated.
Communicating ExpectationsCommunicating Expectations
For most effective results, the Board clearly defines the expectations of what is to be achieved and what is unacceptable.
The Board defines the priorities. The Board defines the relevant
parameters • at what cost?
Communication is Two-WayCommunication is Two-Way
Listening first, seeking to understand
Speaking to be understood
Finding a win/win whenever possible
Respect from the CEORespect from the CEO
Publicly support the board and its members.
Facilitate board involvement in community advocacy and leadership.
Provide relevant, timely, comprehensive info. • No surprises!
Offer insight and recommendations, including option analysis and long-range implications.
Adhere to board policy.
Prepare reports that enable the board to monitor institutional performance.
Respect from the BoardRespect from the Board
Keep the CEO informed.• follow the rule of no surprises
Publicly support the CEO • Back CEO decisions.
Fully consider recommendations and information offered by CEO.• But remember, the CEO perspective is
internal, the board perspective should be externally driven.
All for One and One for AllAll for One and One for All
Board: What does the future need from this Honor Society?
CEO: What do our members need today to reach that defined future?
Work to stay on the same side of the problem.
Focus on the outcomes of the organization and the meaning of the society to the university community and the future of the Society.