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Governance as Leadership in Practice

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Slides for a webinar presentation on the Chait, Ryan and Taylor's Governance as Leadership model. Presented 9/23/13

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Governance as Leadership in Practice

  1. 1.  Governance as Leadership in Practice Mode III - Generative Governance As Leadership -- Dr. Debra Beck, www.boardlearning.org, debrabeck@boardlearning.org
  2. 2. GAL - Debra’s “In a Nutshell”  Our ultimate governance responsibility is:  Envisioning the future (generative)  Moving toward it (strategic), and  Stewarding resources assigned to advance it (fiduciary)
  3. 3. Three Board Duties (plus)*  Duty of Loyalty  Duty of Obedience  Duty of Care * Duty of Imagination
  4. 4.  Governance as Leadership Model Mode III - Generative Governance As Leadership
  5. 5. Generative Mode (“Why?”)  Role: Sense-maker Responsibility: Insight  “Source of leadership to discern, frame, and confront challenges rooted in values, traditions, and beliefs”  “Engage in sense-making, meaning-making, and problem-framing”  - Dr. Cathy Trower
  6. 6. Generative – In Practice  Problem finding (precursor to everything else)  Anticipating the future - uncharted territory  Boundary work  Creative framing of issues  Exploring from different perspectives  Asking ‘what does this mean?’  Individual, collective reflection
  7. 7. Four Frames  Structural - rules, authority, priorities, policies, etc.  Human resources - relationships, fit questions, professional development, needs assessment  Political - questions of power, constituency interests, coalitions, needs for compromise, collaboration  Symbolic - questions of meaning, values, beliefs; use of stories, ceremonies, etc. -- Bolman and Deal
  8. 8. Examples of generative questions*  “What will be the most strikingly different about this organization in five years?”  “Five years from today, what will this organization’s key constituents consider the most important legacy of the current board?”  “What will be most different about the board or how we govern in five years?”  “What is the biggest gap between what the organization claims it is and what it actually is?” * Governance as Leadership (2005), pp. 123-134
  9. 9. Debra’s “Generative” Musts  Agendas with open space for  questions  reflection  Access to range of  Information  Perspectives  Connections
  10. 10. More “Generative” Musts  Clarity of mission, direction  Members willing to ask different types of questions – tough questions  Connections across boundaries  Reaching out, in
  11. 11. Generative Mode in Your Practice
  12. 12. Fiduciary Mode (“What?”)  Role: Steward Responsibility: Oversight  “Stewardship of tangible assets”  “Oversee operations”  “Deploy resources wisely”  “Ensure legal and financial integrity”  “Monitor results”  - Dr. Cathy Trower
  13. 13. Fiduciary – In Practice  Monitoring budget, investments  Ensuring compliance w/federal, state, local laws  Ensuring accountability to stakeholders  Anticipating, monitoring risks  Setting, monitoring policies  Problem identification
  14. 14. Fiduciary Mode in Your Practice
  15. 15. Strategic Mode (“How?”)  Role: Strategist Responsibility: Foresight  “Partner with senior staff to think strategically”  “Scan internal and external environments”  “Design, reflect on, and adapt strategic plans”  “Strengthen competitive advantage”  - Dr. Cathy Trower
  16. 16. Strategic – In Practice  Mission identification, advancement  Working with CEO to identify strategic issues, opportunities, define goals  Exploring implications of potential decisions  Identifying, monitoring strategic benchmarks  Board focus on boundary-spanning  Problem solving
  17. 17. Strategic Mode in Your Practice

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