AENC keynote july 14 14 doug eadie corrected 06 13 2014

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  • 1. Doug Eadie & CompanyDoug Eadie & Company Building High-Impact Board-Chief Executive Leadership www.DougEadie.com
  • 2. A Keynote Presentation For: Association Executives Of North Carolina Annual Meeting July 14, 2014 Doug Eadie & CompanyDoug Eadie & Company
  • 3. Doug Eadie & CompanyDoug Eadie & Company The Board-Savvy CEO: Building A High-Impact Partnership With Your Board of Directors
  • 4. QUESTIONS TO THINK ABOUT 1. What appear to be your board’s most significant strengths and weaknesses as your association’s governing body? What does your board tend to do best – and least well – when it governs? 2. Over the past year or so, what have been the most important two or three governing accomplishments of your board (not of the association generally)? 3. What appear to be the most important governing issues facing your association? Doug Eadie & Company
  • 5. Part 1 Overview Of The Board-Savvy CEO Doug Eadie & Company
  • 6. 4 Facts Of Life In All Organizations 1. Surviving and thriving as a CEO depends on a rock- solid board-CEO partnership. 2. Board-CEO partnerships are difficult to build and always fragile. 3. Board members make better partners when they are actively engaged in making high-impact governing decisions and judgments and, therefore, feel like satisfied owners of their governing work – NOT like an audience for finished staff work. 4. Board-savvy CEOs are the most effective partnership builders. Doug Eadie & Company
  • 7. Board-Savvy CEOS • See the board as one of their association’s most precious assets and take accountability for capitalizing on the asset. • Are world-class experts in the rapidly evolving field of association governance. • Treat governance and the board-CEO partnership as a top-tier CEO priority. Doug Eadie & Company
  • 8. QUESTIONS TO THINK ABOUT 1. What resources do board members bring to the boardroom that make them a precious association asset? 2. What can a CEO do to become a true expert in the field of association governance? Doug Eadie & Company
  • 9. Making Governing A Top CEO Priority Means: • Spending at least 25 percent of his/her time on governing matters • Serving as “executive director” of the association’s board “program:” Closely monitoring board functioning, identifying issues needing attention and taking the lead in addressing them Helping the board become a more effective governing body Doug Eadie & Company
  • 10. 3 Board-Savvy CEO Hats  CHIEF BOARD CAPACITY BUILDER: Taking the initiative in getting the board to strengthen its governing capacity • CHIEF GOVERNING PROCESS DESIGNER: Continuously working with board standing committees in designing processes for board involvement that turn board members into satisfied owners of their governing work. • CHIEF GOVERNING RELATIONSHIP MANAGER: Paying close attention to communication and interaction processes aimed at keeping the board-CEO working relationship healthy. Doug Eadie & Company
  • 11. Part 2 The Board-Savvy CEO As Chief Board Capacity Builder Doug Eadie & Company
  • 12. Governing Is A Team Sport Involving A “STRATEGIC GOVERNING TEAM” • Board • CEO • Senior executives Doug Eadie & Company
  • 13. The Strategic Governing Team Has A Clear Choice: • Either take the initiative in continuously developing the board – strengthening its composition and updating its role, structure, and processes in the interest of higher-impact governing -OR--OR- • Merely move today’s board into the future Doug Eadie & Company
  • 14. QUESTIONS TO THINK ABOUT 1. What practical steps can the CEO take to get the board interested in – and committed to – strengthening its capacity to govern? 2. What hurdles might a CEO have to overcome in getting the board committed to capacity building, and what might the CEO do to get over these hurdles? Doug Eadie & Company
  • 15. 3 Key Elements Of Board Capacity Building 1. Strengthening the board’s self-management capacity 2. Clarifying the board’s governing work 3. Updating the board’s governing structure Doug Eadie & Company
  • 16. Board Self-Management Involves Both Developing theDeveloping the people on the boardpeople on the board Managing theManaging the board’s governingboard’s governing performanceperformance Doug Eadie & Company
  • 17. Practical Ways To Strengthen The People On The Board 1. Make a board standing committee (typically governance or board operations) responsible for board human resource development. 2. Avoid the slippery slope of board downsizing. 3. Enrich the board’s composition by using a detailed, formal profile in filling board vacancies – identifying desirable board member attributes and qualifications and explicitly targeting sectors/stakeholder organizations that need to be represented on the board. 4. Systematically develop board members’ governing knowledge and skills. Doug Eadie & Company
  • 18. Managing Board Governing Performance Involves • An accountable committee (typically governance or board operations) • Setting board member performance targets/standards and monitoring performance • Periodically assessing how the board as a whole is performing as a governing body • Taking corrective action as appropriate Doug Eadie & Company
  • 19. QUESTIONS TO THINK ABOUT 1. What are some desirable attributes and qualifications of board members? 2. What steps might you take to diversify your board’s composition in order to make the board a stronger organizational resource? 3. What are some governing performance targets/ standards that board members might be held accountable for? Doug Eadie & Company
  • 20. Governing At The Highest Level To play the leading role – in partnership with the CEO and executive team – in continuously answering 4 critical questions: 1. Where should we be headed/what should we become over the long run? 2. What should we be now and in the near-term? 3. How well are we performing: in terms of member service delivery, finances, external relations, administration? 4. How do we need/want to be perceived by our members and key stakeholders? Doug Eadie & Company
  • 21. The Board’s Detailed Governing Work Consists Of Much More Than Mere “Policy-Making” Decisions about concrete governing “products” and judgments based on governing information – flowing along 3 broad governing streams: Strategic and operational planning/budget developmentStrategic and operational planning/budget development Performance oversight/monitoringPerformance oversight/monitoring External/stakeholder RelationsExternal/stakeholder Relations Doug Eadie & Company
  • 22. Warning! Distinguish between – and never mix up: •Your board’s true governing work •And the non-governing “doing” work that board members might validly engage in And make sure that non-governing work is not allowed to encroach on the board’s preeminent responsibility: Governing. Doug Eadie & Company
  • 23. QUESTIONS TO THINK ABOUT 1. What are some of the most important governing “products” in the area of strategic and operational planning that boards make decisions about? 2. What are some examples of important non- governing work that board members might validly engage in? Doug Eadie & Company
  • 24. Well-Designed Board Governing Committees Ensure thorough preparationEnsure thorough preparation for board meetingsfor board meetings Foster board memberFoster board member governing expertise,governing expertise, ownership and egoownership and ego satisfactionsatisfaction Provide the CEO with spearProvide the CEO with spear carriers/championscarriers/champions Serve as reliable vehicles forServe as reliable vehicles for keeping the board’s detailedkeeping the board’s detailed governing work updatedgoverning work updated Doug Eadie & Company
  • 25. Well-Designed Governing Committees • Correspond to the major streams of decisions and judgments that make up your board’s governing work (form following function) • Cut across all of your association’s operations and functions (not tied to narrow programmatic and administrative silos, such as education, certification, personnel, or finance) • Are standing, not ad hoc, committees • Consist only of board members, along with staff in a support role Doug Eadie & Company
  • 26. Form Follows Function Board Governing StreamsBoard Governing Streams Programs and Functions Planning StreamPlanning Stream Performance Oversight StreamPerformance Oversight Stream External/Stakeholder Relations StreamExternal/Stakeholder Relations Stream Doug Eadie & Company
  • 27. Model Committee Structure Doug Eadie & Company External/Stakeholde r Relations Board Performance Oversight/Monitoring Planning and Development Governance (Board Operations)
  • 28. Governance (Board Operations) Committee • Headed by board chair • Consists of other standing committee chairs and CEO • Serves as committee on board operations, not as a petite board: coordinating committee work, developing the board agenda, managing the board-CEO partnership, overseeing board performance Doug Eadie & Company
  • 29. Committees Function Well When • Every board member serves on 1 and only 1 committee (except committee chairs) • Committees are the only path to the full board agenda and only committees report in full board meetings (except the CEO’s report) • Committee chairs and members are regularly rotated among committees • An executive manager is assigned as chief staff to each committee Doug Eadie & Company
  • 30. Common Board Development Vehicles • Very Effective:  Board-staff governance retreat with follow-up report  Governance task force that makes recommendations to the board • Less effective:  Consultant study and recommendations  CEO study and recommendations Doug Eadie & Company
  • 31. Other governance books by Doug Eadie offered by Governance Edge Publications To order: www.GovernanceEdge.com The indispensable guidebook for building higher- impact board leadership and a solid board-CEO partnership. Provides tested, practical guidance for managing the emotional and psychological dimension of the CEO-board relationship. Doug Eadie & Company
  • 32. Doug Eadie & CompanyDoug Eadie & Company www.DougEadie.com Doug@DougEadie.com 800.209.7652