Building Board EngagementRedefining the Conversation of the Board            Paul Van Dolah
Our Goal    Building a More Effective Board                                              Exceptional                      ...
Effective Boards Offer a strategic asset and comparative advantage Add value/derive value from meaningful participation ...
Reframing the Conversation           Diagnosis Problem of performanceClassical Response Codify board’s role, clarify tasks...
Governance    as                           Three ModesLeadership                            of                            ...
Core ConceptsEmphasize modes, not tasks, of   governanceThink and work in three different modesValue added increases as...
Type I: Fiduciary ModeBoard’s central purpose:      Stewardship of tangible assetsBoard’s principal role:      Sentine...
QuestionWhat can you do to minimize the      Fiduciary Mode ???Consent AgendasMinimize reports  Materials in advance to...
Type II: Strategic ModeBoard’s central purpose:      Strategic partnership with senior managementBoard’s principal role...
QuestionWhat can you do to maximize the      Strategic Mode ???Proactive forward looking agendasFocus on obstacles imped...
Type III: Generative ModeBoard’s central purpose:      Sense MakingBoard’s principal role:      FramingBoard’s core w...
QuestionWhat can you do to maximize the     Generative Mode ???Create time to reflectBring in provocative (relevant) spe...
Catalytic Questions What should we worry about? What keeps the Executive awake at night? What keeps trustees awake at n...
Three types of Governance:                       Distinctive Differences                           Fiduciary         Strat...
Where Does Generative Thinking Occur?  THE GENERATIVE CURVE                  Sense-making                  Problem-framing...
The Generative Curve                                 Reconcile social purpose and business model                    Genera...
The Generative Dilemma                           Generative Curve                                                         ...
The Payoff                 Empowers the boardGovernance as Engages the collective mind    Leadership                 Ex...
Ensuring the balance Engagement                                                        CEO                               C...
Ensure Balanced EngagementListen to the group’s dynamics   Work hard on constructive partnership        Foster inquisitive...
Build Trust  Practice Transparency     Embrace Mistakes       Celebrate Creativity          Reward Authentic Dialogue     ...
The successful CEO knows how to…    Create a shared vision       Invest in continuous revitalization         Help frame th...
Successful CEO’sInvest in the constructive partnership Foster engagement  Learn from failures   Adapt and change   Move be...
Upcoming SlideShare
Loading in …5
×

Building Board Engagement

2,501 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,501
On SlideShare
0
From Embeds
0
Number of Embeds
28
Actions
Shares
0
Downloads
55
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Building Board Engagement

  1. 1. Building Board EngagementRedefining the Conversation of the Board Paul Van Dolah
  2. 2. Our Goal Building a More Effective Board Exceptional Responsible Functional Dysfunctional
  3. 3. Effective Boards Offer a strategic asset and comparative advantage Add value/derive value from meaningful participation in consequential discussions and decisions Macrogovern more than micromanage Model behaviors trustees expect the organization to exhibit Harness individual talent to collective effort Provide leadership as well as stewardship
  4. 4. Reframing the Conversation Diagnosis Problem of performanceClassical Response Codify board’s role, clarify tasks Objective Do the work better Diagnosis Problem of purposeReframed Response Enrich the job, engage the board Objective Do better work
  5. 5. Governance as Three ModesLeadership of Governance Fiduciary: Type I
  6. 6. Core ConceptsEmphasize modes, not tasks, of governanceThink and work in three different modesValue added increases as board  Becomes more proficient in more modes  Does more work in third mode  Chooses appropriate mode(s) of work
  7. 7. Type I: Fiduciary ModeBoard’s central purpose:  Stewardship of tangible assetsBoard’s principal role:  SentinelBoard’s core work:  Ensure efficient & appropriate use of resources  Ensure legal compliance & fiscal accountability  Ensure accountability  Oversee operations  Select & evaluate CEO
  8. 8. QuestionWhat can you do to minimize the Fiduciary Mode ???Consent AgendasMinimize reports Materials in advance to facilitate two way interactionsOther???
  9. 9. Type II: Strategic ModeBoard’s central purpose:  Strategic partnership with senior managementBoard’s principal role:  StrategistBoard’s core work:  Scan internal and external environment  Resolve priorities  Review and modify strategic plan  Monitor performance
  10. 10. QuestionWhat can you do to maximize the Strategic Mode ???Proactive forward looking agendasFocus on obstacles impeding strategic executionFocus on progress…with ultimate question being “So, what’s next?”Other???
  11. 11. Type III: Generative ModeBoard’s central purpose:  Sense MakingBoard’s principal role:  FramingBoard’s core work:  See current challenges in new light  Perceive and frame better problems and opportunities  Discover realities  Suspend rules of logic and tap into intuition  Encourage robust discourse
  12. 12. QuestionWhat can you do to maximize the Generative Mode ???Create time to reflectBring in provocative (relevant) speakersCreate “So, now what?” momentsOther???
  13. 13. Catalytic Questions What should we worry about? What keeps the Executive awake at night? What keeps trustees awake at night? Whom would we serve in what ways if money did not matter? What’s good for mission, bad for business? Vice versa? What would we do differently as a for-profit? On what list, yet to be devised, would we want to rank #1? What will be this board’s legacy?
  14. 14. Three types of Governance: Distinctive Differences Fiduciary Strategic GenerativeNature of Organizations Bureaucratic Open System NonrationalNature of leadership Hierarchical Analytical Reflective learners VisionaryBoard’s purpose Stewardship Strategic partnership Leadership for Of assets with management organizationBoard’s work Oversee Discern problems Shape strategy operations Sense makingBoard’s role Sentinel Strategist Sense makerKey question What’s wrong? What’s the plan? What’s the question?Problems are to be Spotted Solved Framed 14
  15. 15. Where Does Generative Thinking Occur? THE GENERATIVE CURVE Sense-making Problem-framing Opportunity to influence generative work declines as Strategies, issues areOpportunity for Policies framed andGenerative Work converted into strategies, plans , and tactics. Plans, Tactics, Execution Time
  16. 16. The Generative Curve Reconcile social purpose and business model Generative Strategic Fiduciary Compete on amenitiesOpportunity forGenerative Work Approve new fitness center Time 16 GOVERNANCE AS LEADERSHIP
  17. 17. The Generative Dilemma Generative Curve Trustee involvement lowest where generative opportunityOpportunity for Typical Board greatest;Generative Work Involvement trustee Curve involvement increases as generative opportunity decreases. Time 17 GOVERNANCE AS LEADERSHIP
  18. 18. The Payoff Empowers the boardGovernance as Engages the collective mind Leadership Exploits board’s assets Enriches board’s work Enhances board’s performance
  19. 19. Ensuring the balance Engagement CEO CEO Is partnering with the Is displacing the Board Board CEO Engagement Governance Governance As As Observation Leadership CEO CEO Is going through the Is displaced by the motions with the Board Board Governance Governance As As Attendance Micromanagement Board Engagement
  20. 20. Ensure Balanced EngagementListen to the group’s dynamics Work hard on constructive partnership Foster inquisitive inquiry Draw out multiple sources of information Ensure that all voices are heard
  21. 21. Build Trust Practice Transparency Embrace Mistakes Celebrate Creativity Reward Authentic Dialogue Foster Collaboration Share Credit Remain Accountable
  22. 22. The successful CEO knows how to… Create a shared vision Invest in continuous revitalization Help frame the vital questions Engender a culture of inquiry Build trust and respect
  23. 23. Successful CEO’sInvest in the constructive partnership Foster engagement Learn from failures Adapt and change Move beyond formulaic roles Engage in mutual assessment

×