The 1-2 Punch for Better Boards


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Sets forth a motivational and structural framework for good Board governance

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The 1-2 Punch for Better Boards

  1. 1. The One-Two PunchThe One-Two Punch for Better Boardsfor Better Boards Presented by Rolf M. Crocker, AMS, CCAM Chief Executive Officer OMNI Community Management
  2. 2. The First Punch:The First Punch: Servant LeadershipServant Leadership Motivational Philosophy developed by Robert K. Greenleaf
  3. 3. How Greenleaf developed the concept of Servant Leadership The basis of Servant Leadership was developed through ‘real world’ experience  40 years at AT&T (1924 – 1964)  A consultant to many businesses, foundations, professional societies, church organizations and universities  A deep involvement with colleges and universities during the campus turmoil of the late 1960’s and early 1970’s  A desire “re-invent” big business
  4. 4.  HOAs are designed to be ‘serving’ institutions  Board members are ultimately ‘Trustees’, fiduciaries for that which is owned by others  Management is also a ‘service’ industry  Servant Leadership is a framework that – Ensures those being served are heard – Creates accountability – Develops trust Why does Servant Leadership apply to HOAs
  5. 5. Core Statement of Servant Leadership The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. - Greenleaf, Servant Leadership, p.27
  6. 6. Why is ‘Servant’ before ‘Leader’?  “It’s not about you.”  It keeps ego at bay  It sets a tone of being present to help  It creates trust  It reduces the ‘Animal Farm’ effect – “We’re all equal, but some are more equal than others.”
  7. 7. The Test of Servant Leadership Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit, or at least not be further deprived? - Greenleaf, Servant Leadership, p.27
  8. 8. What does THAT mean?  Are you, by your leadership, making a positive difference to those around you?  If Leadership is Influence, are your decisions and actions inspiring others to do more, be more, serve more?  Kind of like the “Butterfly Effect” – does your leadership make a positive difference all the way down the line?
  9. 9. Questions for Servant Leaders What Are You Trying To Do?  If you are leading the way, where are you going?  Can you clearly articulate the goal and/or dream?  Do you elicit trust in those you are leading?
  10. 10. The Qualities of Servant Leaders Listening & Understanding  “Lord, grant that I may not seek so much to be understood, as to understand” – St. Francis of Assisi  Do not be afraid of silence; “In saying what I have in mind, will I really improve on the silence?”
  11. 11. Qualities (cont’d) Language & Imagination  What you say must have meaning to the hearer  A relevant Frame of Reference  Bridge Building
  12. 12. Qualities (cont’d) Withdrawal  The need to ‘think through’  Energy for the task at hand  A calming effect which encourages and enables rational thought
  13. 13. Qualities (cont’d) Acceptance & Empathy  Never Rejects  Tolerant of Imperfection  No one ‘deserves’ – all are frail  ‘Typical’ Human Nature
  14. 14. Qualities (cont’d) Foresight  WHAT is going to happen WHEN  Seeing the ‘forest through the trees’  A ‘better-than-average’ guess  Bridging the ‘information gap’
  15. 15. Other Qualities . . .  Awareness & Perception  Conceptualizing  Persuasion  Healing & Serving  Building Communities
  16. 16. Don’t be fooled – this isn’t for the weak or faint-hearted… Poem by Brewer ---Poem by Brewer --- as citedas cited by Hansel, in Holy Sweat,by Hansel, in Holy Sweat, Dallas Texas, Word, 1987Dallas Texas, Word, 1987 Controlled enough to be flexible Free enough to endure captivity Knowledgeable enough to ask questions Loving enough to be angry Great enough to be anonymous Responsible enough to play Assured enough to be rejected Victorious enough to lose Industrious enough to relax Leading enough to serve Strong enough to be weak Successful enough to fail Busy enough to make time Wise enough to say "I don't know" Serious enough to laugh Rich enough to be poor Right enough to say "I'm wrong" Compassionate enough to discipline Mature enough to be childlike Important enough to be last
  17. 17. Keys To Remember…  You CAN make a positive difference!  Set Ego Aside  Serve First  Build Trust  Always remind yourself: It’s Not About Me!
  18. 18. The Second Punch:The Second Punch: Policy GovernancePolicy Governance©© Organizational Technology developed by Dr. John Carver
  19. 19. What Goes Wrong  Time on the trivial  Short-term bias  Reactive stance  Reviewing, rehashing, redoing  Leaky accountability  Diffuse authority
  20. 20. Historical Perspective  Little thought given to the holistic design of Governance  Little consistency in: - Defining what the Board’s Job is - Defining how the Board’s Job gets done - How to monitor adherence - How to measure results
  21. 21. A model of Governance should:  ‘Cradle’ vision  Address values  Bring focus  Be outcome-driven  Separate large/small issues  Force forward- thinking  Enable Proactivity  Define constituencies  Delineate the Board’s role  Determine level of information needed  Balance of control  Use board time efficiently
  22. 22. A Summary of Policy Governance Policy GovernancePolicy Governance is a set of logical principles wherein the Board, on behalf of the Ownership, defines the purpose of the organization that determines:  What Good, for  What People, at  What Cost * For more information, go to
  23. 23. PG Summary (cont’d) Once the purpose has been made clear, proceed to develop a series of policies that: 1. Describe the organizational Ends to be achieved 2. Set forth limitations on Means 3. Define the relationship between the Board and the Ownership 4. Define the relationship between the Board and Management
  24. 24. PG Summary (cont’d) Management performance is then measured and monitored by the Board as follows:  Against written expectations  Whether management violated any limitations  Did the Board get what they asked for? Management’s job above all else is . . . ““To make sure everything comes out right!”To make sure everything comes out right!”
  25. 25. A Core Value of PG . . . The Board speaks as One VoiceThe Board speaks as One Voice Why is this important?  Eliminates Fractionalizing the Board  Eliminates the perception that one has more power than the other  Delineates clear lines of authority to Staff – Staff doesn’t have to worry about who the ‘real’ boss is
  26. 26. Policy Governance Is . . .  A holistic governance model  Addresses deficiencies in the current structure  Enables Boards to fulfill their ‘higher purpose’  Allows the Board to see the Forest thru the trees  Defines the roles and relationships of all parties  Focus on Results – is outcome-driven  Creates a road map for long-term Association continuity
  27. 27. Wrap Up  Servant Leadership MotivationMotivation – Why we do what we do  Policy Governance StructureStructure – How we can accomplish great things together
  28. 28. Thank YouThank You For Your Time!For Your Time!