The seven habits of highly effective boards
Upcoming SlideShare
Loading in...5
×
 

The seven habits of highly effective boards

on

  • 2,582 views

This presentation outlines the steps that non-profit and association Boards should take to be effective in fulfilling their organization's mission.

This presentation outlines the steps that non-profit and association Boards should take to be effective in fulfilling their organization's mission.

Statistics

Views

Total Views
2,582
Views on SlideShare
2,581
Embed Views
1

Actions

Likes
0
Downloads
46
Comments
0

1 Embed 1

https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Tragedy! [Doesn’t remind you of Churchill or Gandhi or Betty Friedan, does it?]
  • Tragedy! [Doesn’t remind you of Churchill or Gandhi or Betty Friedan, does it?]

The seven habits of highly effective boards The seven habits of highly effective boards Presentation Transcript

  • The Seven Habits of Highly Effective Boards Andy Freed Virtual, Inc.
  • Ground Rules
    • Be as rude as me
    • Listen, don’t read
    • The power of Diet Coke & The Good Doctor
    • Thanks, Tom
    • Lifetime guarantee
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • There’s No Substitute for Talent
    • “ When land was the scarce resource, nations battled over it. The same is happening now for talented people.”
    • --Stan Davis & Christopher Meyer, futureWEALTH
  • Rule One of Board Composition!
    • Diversity Rules!
  • Age
    • The Internet has triggered the first industrial revolution in history to be led by the young.
    • --The Economist [12/2000]
  • Range of Experience
    • Sources of Success:
      • Disgruntled Customers
      • Off-the-Scope Competitors
      • Rogue Employees
      • Fringe Suppliers -- Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
  • Gender
    • Imagine this—would you measure up?
    • In June 2003, the Norwegian government submitted a legislative proposal aimed at achieving 40% female representation on the boards of all public and (larger) private companies.
  • Putting it Into Practice
    • Finding board members
      • Network constantly
        • Other non-profits
        • Create a wish list
      • Online databases/search firms
      • Develop the farm system
    • Drop the deadwood!
      • Attendance requirements
      • Term limits
      • Face-saving mechanisms
      • Frank discussions
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • Focus Like a Laser on the Mission
    • What do we believe?
    • Whom do we serve?
    • What do we do?
    • --Endowment Leadership Program, Eli Lily Foundation
  • Put another way…
    • Colin Powell
      • Mission—Why?
      • Strategy—What?
      • Tactics—How?
  • Who’s minding the mission?
    • Without the connection, organization can quickly go adrift
    • Association boards love to get mired in the tactical at the neglect of the mission
    • Mission focus answers the tough questions
  • Practical Strategies
    • Put mission statement on every board agenda
    • Revisit mission statement on a regular basis
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
    • “ I know of no more valuable commodity than information.”
    • --Gordon Gekko, Wall Street
  • Steer the Ship Wisely
    • Provide information in a timely fashion
    • Avoid information overload
      • Establish key metrics
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • Tom Peters’ Epitaph from Hell … Joe T. Jones 1942 – 2004 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!
  • Your version… Our Board 1942 – 2004 WE WOULDA DONE SOME REALLY COOL STUFF BUT … OUR STRUCTURE WOULDN’T ALLOW IT
  • Common Problems
    • Cumbersome structures
      • Huge committee structures
      • Long notice periods
      • Inflexible systems
  • Strategies
    • Make your bylaws work for you
    • Blow up unneeded systems
      • DYC exercises
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
    • “ When the rate of change outside exceeds the rate of change inside, the end is in sight.”
    • --Jack Welch,
    • Former CEO, GE
    • “ If you don’t like change, you’re going to like irrelevance even less.”
    • — General Eric Shinseki
    • Former Chief of Staff, U. S. Army
  • Becoming Change Friendly
    • Ask the tough questions
      • Are we still in the right business?
    • Ask the “wrong people”
    • Learn from everywhere!
    • Try. Fail. Repeat.
    • Don’t wait for your members! Lead them!
    • “ Breakthroughs come from an instinctive judgment of what your customers might want if they knew to think about it.”
    • --Andy Grove
    • Chairman, Intel
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • Who’s Fielding the Ball?
    • What happens when a ball is hit up the middle in your organization?
  • Define Job Descriptions
    • Start with online resources
    • Constant updating
    • Write the “unwritten rules”
    • Real world examples
  • Pass it on…
    • Have a defined transition plan
    • Conduct an annual board orientation
  • Sample Board Orientation Agenda
    • Welcome
    • Review of agenda
    • Introduction of participants
    • Overview of organization
    • Orientation to board manual
    • Roles and responsibilities of governing board
    • Overview of board structure
    • Overview of board operations
    • Review of strategic plan
    • Administrative activities
    • Next steps
    • Meeting evaluation
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • Board Self-Evaluation
    • Have an evaluation form after every meeting
    • Periodically engage outsiders to help the process/solicit feedback
    • Conduct a regular board retreat
  • Typical Evaluation Questions
    • We came to the meeting prepared
    • We stuck to the content and time frames on agenda
    • We left parochialism at the door; focused decisions on what’s best for SSPA as a whole
    • We encouraged honest inputs and decision making
    • What did we do well?
    • What can we improve?
  • The Seven Habits
    • Get the best people & drop the bad ones
    • Focus like a laser on the mission
    • High quality information
    • Tear down unneeded bureaucracy
    • Lead change, don’t resist it
    • Clearly define roles and responsibilities
    • Conduct regular self evaluations
  • Resources to Stay Sharp
    • Board Toolkit
    • http://www.managementhelp.org/boards/boards.htm
    • Center for Non Profit Boards
    • http:// www.boardsource.com
    • CompassPoint/Board Cafe
    • http://www4.compasspoint.org/p.asp?WebPage_ID=652
    • Andy Freed
    • Virtual, Inc.
    • 781 876-6205
    • [email_address]
    • www.virtualmgmt.com