CEO Only: Collaborate With Your Board To Achieve Your Organization’S Goals


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The challenges facing nonprofit organizations today are far more complex than ever before, forcing leaders to rethink their planning and place renewed focus on prioritization. But how do you help your board link their plans to realistic resource allocations? Engage in a dialogue and gather tips and tools you can use to help your board think more strategically.

Arlene A. Pietranton, PhD, CAE, executive director, American Speech-Language-Hearing Association

Kerry Stackpole, CAE, IOM, managing partner, Neoterica Partners

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CEO Only: Collaborate With Your Board To Achieve Your Organization’S Goals

  1. 1. Collaborate with Your Board to Achieve Your Orgnization’s Goals Arlene A. Pietranton, PhD, CAE Executive Director American Speech-Language-Hearing Association & Kerry Stackpole, EdM, CAE, IOM President & CEO Neoterica Partners
  2. 2. Session Overview <ul><li>Setting The Stage </li></ul><ul><li>What’s Strategy Got To Do With It? </li></ul><ul><li>Agility And The Change Paradigm </li></ul><ul><li>The Challenge of Judgment in Decision-Making </li></ul>
  3. 3. Setting The Stage Culture & Framework <ul><li>The Organization’s: </li></ul><ul><ul><li>Life Cycle Stage </li></ul></ul><ul><ul><li>Culture </li></ul></ul><ul><li>How are Roles Defined & Aligned? </li></ul><ul><ul><li>Position Descriptions </li></ul></ul><ul><ul><li>Orientation & Candid Conversations </li></ul></ul><ul><li>Board Assessment </li></ul><ul><li>Strategy Framework </li></ul>
  4. 4. The Change Paradigm <ul><li>Perspectives on Change </li></ul><ul><li>Change Theories and Models </li></ul><ul><li>Tips for Managing Change </li></ul><ul><li>Leading vs. Managing </li></ul>
  5. 5. Perspectives on Change <ul><li>Change is the law of life . </li></ul><ul><li>And those who look only to the </li></ul><ul><li>past or present are </li></ul><ul><li>certain to miss the future . </li></ul><ul><li>John F. Kennedy </li></ul>
  6. 6. Change Really Is ….. Unavoidable
  7. 7. Organizational Change Record 2009 1999
  8. 8. Snapshot of ASHA’s Change Record <ul><li>2004 – First ED Change in 25 Years </li></ul><ul><li>2004 – Decision to Build a New N.O. </li></ul><ul><li>2006 – Balanced Scorecard Adopted </li></ul><ul><li>2007 – Governance Restructure Approved </li></ul><ul><li>2007 – New Vision & Mission Statements </li></ul><ul><li>2007 – Moved into New N.O. </li></ul><ul><li>2007/2008 – New AMS Implemented </li></ul><ul><li>2009 – New Governance Structure Fully Operational </li></ul>
  9. 9. Change Theories and Models <ul><li>Beckhard Change Equation </li></ul><ul><li>Managing Complex Change </li></ul><ul><li>Bandura Circle of Control </li></ul><ul><li>Bridges Three Stage Model </li></ul><ul><li>Kotter’s Eight Change Phases </li></ul>
  10. 10. Beckhard Change Formula: D x V x F > R <ul><li>D = Dissatisfaction </li></ul><ul><li>With the current state … creates the foundational case for Change </li></ul><ul><li>V = Vision </li></ul><ul><li>For the future – ideally co-created between the leader(s) and other stakeholders </li></ul><ul><li>F = First Steps </li></ul><ul><li>Achievable First Steps toward reaching the vision </li></ul><ul><li>R = Resistance to Change </li></ul><ul><li>People’s fear of the risk associated </li></ul><ul><li>with Change </li></ul>
  11. 11. Managing Complex Change (Ambrose 1987) Vision Skills Incentives Resources False Starts Vision Vision Vision Vision Action Plan Resources Skills Action Plan Incentives Skills Incentives Skills Action Plan Resources Incentives Incentives Skills Action Plan Resources Action Plan Resources CHANGE Confusion Frustration Gradual Change Anxiety
  12. 12. Bandura Circle of Control Zone of no Influence Circle of Direct Influence Circle of Control Circle of Indirect influence Circle of Control
  13. 13. Bandura Circle of Control <ul><li>Suggests that those who cope best with Change are able to: </li></ul><ul><ul><li>Analyze the change </li></ul></ul><ul><ul><li>Identify the elements they can and cannot control </li></ul></ul><ul><li>Shifts viewing Change as a threat to seeing it as a challenge that can be managed </li></ul>
  14. 14. Bridges Three Stage Model <ul><li>THE MARATHON EFFECT </li></ul><ul><li>The higher a leader sits in an organization the more quickly he or she tends to move through the change process. Because they can see the intended destination before others even know the race has begun, senior managers can forget that others will take longer to make the transition: letting go of old ways, moving through the neutral zone, and, finally, making a new beginning. </li></ul>
  15. 15. Bridges Three Stage Model <ul><li>Change is external </li></ul><ul><li>Transition is internal </li></ul>
  16. 16. Kotter’s Change Phases <ul><li>Eight Phases: </li></ul><ul><li>Establish a sense of urgency </li></ul><ul><li>Create a coalition </li></ul><ul><li>Develop a clear vision </li></ul><ul><li>Share the vision </li></ul><ul><li>Empower people to clear obstacles </li></ul><ul><li>Secure short-term wins </li></ul><ul><li>Consolidate and keep moving </li></ul><ul><li>Anchor the change </li></ul>
  17. 17. Kotter: Why Some Change Fails <ul><li>Eight reasons: </li></ul><ul><li>Too much complexity </li></ul><ul><li>Failure to build a substantial coalition </li></ul><ul><li>Lack of a clear vision </li></ul><ul><li>Failure to clearly communicate the vision </li></ul><ul><li>Poor planning – no short-term wins </li></ul><ul><li>Declaring victory too soon </li></ul><ul><li>Failure to anchor the change in the </li></ul><ul><li>corporate culture </li></ul>
  18. 18. Tips for Managing Change Well <ul><li>John Kotter </li></ul><ul><li>Trice & Beyer </li></ul><ul><li>William Bridges </li></ul>
  19. 19. John Kotter <ul><li>Increase Urgency </li></ul><ul><ul><li>“ We must do something” </li></ul></ul><ul><ul><li>Reduce complacency, fear and anger </li></ul></ul><ul><li>Build the Team </li></ul><ul><ul><li>Right people w/right characteristics & power </li></ul></ul><ul><ul><li>Behave with trust & emotional commitment </li></ul></ul><ul><li>Get the Vision Right </li></ul><ul><ul><li>Create the right compelling vision </li></ul></ul><ul><ul><li>Bold strategies make bold </li></ul></ul><ul><ul><li>visions a reality </li></ul></ul>
  20. 20. John Kotter <ul><li>Communicate and get Buy-in </li></ul><ul><ul><li>Clear, credible and heartfelt messages </li></ul></ul><ul><ul><li>Unclog communication channels </li></ul></ul><ul><li>Empower Action </li></ul><ul><ul><li>Remove barriers </li></ul></ul><ul><ul><li>Enable people to behave differently </li></ul></ul><ul><li>Create Short-Term Wins </li></ul><ul><ul><li>Visible … speak to what people care about </li></ul></ul><ul><ul><li>Build momentum – diffuse cynicism, pessimism, and skepticism </li></ul></ul>
  21. 21. John Kotter <ul><li>Don’t Let Up </li></ul><ul><ul><li>Create wave after wave of change </li></ul></ul><ul><ul><li>Don’t duck the tough stuff/emotional barriers </li></ul></ul><ul><ul><li>Eliminate needless work </li></ul></ul><ul><li>Make Change Stick </li></ul><ul><ul><li>Root behavior in reshaped organizational culture </li></ul></ul><ul><ul><li>Use orientation and promotions processes </li></ul></ul><ul><ul><li>Enhance new group norms and shared values </li></ul></ul>
  22. 22. Harrison Trice & Janice Beyer <ul><li>Capitalize on Propitious Moments </li></ul><ul><li>Combine Caution with Optimism </li></ul><ul><li>Understand Resistance to Culture Change </li></ul><ul><li>Change Many Elements – Maintain Some Continuity </li></ul><ul><li>Recognize the Importance of Implementation </li></ul><ul><li>Select, Modify, & Create Appropriate Cultural Forms </li></ul><ul><li>Modify Socialization Tactics </li></ul><ul><li>Find & Cultivate Innovative </li></ul><ul><li>Leadership </li></ul>
  23. 23. William Bridges Manage the Ending – Help People Let Go <ul><li> </li></ul><ul><li>Consider the change and who is likely to lose what </li></ul><ul><li>Acknowledge the losses with understanding </li></ul><ul><li>Let people “grieve” the loss </li></ul><ul><li>Compensate people for their losses/balance what’s been taken away </li></ul><ul><li>Provide accurate, timely information – over & over </li></ul>
  24. 24. William Bridges Manage the Ending – Help People Let Go <ul><li>Clearly define what is over and what’s not </li></ul><ul><li>Officially mark the ending </li></ul><ul><li>Honor the past </li></ul><ul><li>Make it possible for people to take a piece of the past with them </li></ul><ul><li>Remind people that the change is occurring in the context of continually renewing and sustaining the organization </li></ul>
  25. 25. William Bridges Navigating the Neutral Zone <ul><li> </li></ul><ul><li>Try to normalize it – acknowledge it can be uncomfortable … but – it can also be used to everyone’s advantage </li></ul><ul><li>Provide ongoing training, policy changes and rewards & recognition </li></ul><ul><li>Protect people from other changes </li></ul><ul><li>Create temporary policies, procedures, roles, etc. as needed </li></ul>
  26. 26. William Bridges Navigating the Neutral Zone <ul><li>Define short-term goals, objectives and milestones </li></ul><ul><li>Encourage experimentation and risk taking </li></ul><ul><li>Step back and take stock – encourage others to do the same </li></ul><ul><li>Don’t push for closure and certainty too soon </li></ul>
  27. 27. William Bridges Help People Commit to the New Beginning <ul><li>“ Starts” can happen “on time” – the “Beginning” may not! </li></ul><ul><li>Clarify and communicate the purpose of the change – again and again </li></ul><ul><li>Help people understand as soon as possible what part they will play in the new system </li></ul><ul><li>Help people identify their skills </li></ul>
  28. 28. William Bridges Help People Commit to the New Beginning <ul><li>Walk the talk! </li></ul><ul><li>Hold people accountable for making changes and recognize and reward them for it </li></ul><ul><li>Build opportunities for quick success to build confidence </li></ul><ul><li>Ask for commitment </li></ul><ul><li>Celebrate!! </li></ul>
  29. 29. Dealing with Resistance <ul><li>Normal – and predictable – part of Change </li></ul><ul><li>Help it to surface </li></ul><ul><ul><li>Okay to express </li></ul></ul><ul><ul><li>It can help protect us until we are “ready” </li></ul></ul><ul><li>Honor it </li></ul><ul><ul><li>Listen </li></ul></ul><ul><ul><li>Acknowledge </li></ul></ul><ul><li>Explore and Distinguish: </li></ul><ul><ul><li>Pseudo resistance – may be grounded in resentment of authority, old grudges, need for attention … </li></ul></ul><ul><ul><li>Authentic resistance – directed toward the specific change being made </li></ul></ul>
  30. 30. LEADING Change <ul><li>James Kouzes & Barry Posner </li></ul><ul><li>5 Core Leadership attributes: </li></ul><ul><li>Model the Way </li></ul><ul><li>Inspire a Shared Vision </li></ul><ul><li>Challenge the Process </li></ul><ul><li>Enable Others to Act </li></ul><ul><li>Encourage the Heart </li></ul>
  31. 31. LEADING Change <ul><li>Model the Way </li></ul><ul><li>“ Walk the Talk” – alignment of words & actions </li></ul><ul><li>Be clear about your own values & leadership story </li></ul><ul><li>Builds credibility & enhances ability to influence </li></ul>
  32. 32. LEADING Change <ul><li>Inspire a Shared Vision </li></ul><ul><li>Motivate others by thinking strategically </li></ul><ul><li>Collaboratively engage other </li></ul><ul><li>Envision powerful futures – huge incentive since others help to create it </li></ul>
  33. 33. LEADING Change <ul><li>Challenge the Process </li></ul><ul><li>Identify opportunities to innovate </li></ul><ul><li>Be willing to take risks – and to support others to also </li></ul>
  34. 34. LEADING Change <ul><li>Enable Others to Act </li></ul><ul><li>Support collaborative efforts </li></ul><ul><li>Share power and authority to act </li></ul>
  35. 35. LEADING Change <ul><li>Encourage the Heart </li></ul><ul><li>Recognize and acknowledge accomplishments </li></ul><ul><li>Celebrate the demonstration of core values </li></ul>
  36. 36. Perspectives on Change <ul><li>You begin by always expecting </li></ul><ul><li>good things to happen </li></ul><ul><li>Tom Hopkins </li></ul>
  37. 37. Perspectives on Change <ul><li>Destiny is not a matter of chance; </li></ul><ul><li>it is a matter of choice . </li></ul><ul><li>It is not something to be waited for; </li></ul><ul><li>but rather something to be achieved. </li></ul><ul><li>William Jennings Bryan </li></ul>
  38. 38. Recommended Change Resources <ul><li>William Bridges </li></ul><ul><ul><li>Managing Transitions: Making the Most of Change </li></ul></ul><ul><ul><li>Surviving Corporate Transition </li></ul></ul><ul><ul><li>The Way of Transition </li></ul></ul><ul><li>David Cooperrider and Diana Whitney </li></ul><ul><ul><li>Appreciative Inquiry: A Positive Revolution in Change </li></ul></ul><ul><li>John Kotter </li></ul><ul><ul><li>Leading Change </li></ul></ul><ul><ul><li>The Heart of Change </li></ul></ul><ul><ul><li>A Force for Change: How Leadership Differs from Management </li></ul></ul><ul><ul><li>Our Iceberg is Melting </li></ul></ul>
  39. 39. Recommended Change Resources <ul><li>James Kouzes and Barry Posner </li></ul><ul><ul><li>Encouraging the Heart </li></ul></ul><ul><ul><li>The Leadership Challenge: How to Get Extraordinary Things Done in Organizations </li></ul></ul><ul><li>Harrison Trice and Janice Beyer </li></ul><ul><ul><li>The Cultures of Work Organizations </li></ul></ul><ul><li>Websites: </li></ul><ul><ul><li>Leader to Leader Institute </li></ul></ul><ul><ul><li>Value Based Management </li></ul></ul><ul><ul><li>12Manage </li></ul></ul>
  40. 40. Culture & Framework Resources <ul><li>ASAE </li></ul><ul><ul><li>Board of Director Resources – Orientation & Reporting Tools </li></ul></ul><ul><li>Board Source </li></ul><ul><ul><li>Ten Basic Responsibilities of Nonprofit Boards </li></ul></ul><ul><ul><li>The Board Building Cycle </li></ul></ul><ul><ul><li>Board Self Assessment </li></ul></ul><ul><li>Balanced Scorecard Institute </li></ul>