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Board Ceo Relationship
The document provides an overview of a presentation on the board-CEO relationship given at the TAHRA Annual Meeting. It discusses principles of effective relationships such as establishing ground rules, acknowledging realities, having a healthy chair-CEO relationship, and clarity of roles. It also covers the five dysfunctions of a board-CEO relationship: fear of conflict, lack of commitment, avoidance of accountability, inattention to results, and absence of trust. Finally, it discusses the stages of organizational development and the trust formula.
Board Ceo Relationship
- 1. The B Th Board-CEORelationship d CEO R l ti hi TAHRA Annual Meeting September 24, 2012 Gatlinburg, TN Presented By:
- 2. Leadership L d hi Influence
- 3. Governance Organizationalcontrol by group leadership, usually on the behalf of p, y others, that ensures an organization achieves what it should achieve while avoiding those behaviors and situations that should be avoided.
- 4. Management M t The organization and coordination of f the activities of an enterprise in accordance with certain policies and in achievement of defined objectives
- 5. BOARD IS TOCEO AS…….
- 6. C Crossing th Stk h ld R I V E R i the Stakeholder R.I.V.E.R.
- 7. The Stages ofDevelopment Forming Transition from individual to member status; explore boundaries of group Testing the leader’s (Chair/CEO) guidance both formally and informally Storming Difficult time; resist collaborating with other team members. Debate about the approach and actions they need to take. Question each other’s motives. Norming Reconcile competing loyalties and responsibilities. Ground rules (or “norms”) are accepted; Begin to assist one another. See the “Big” picture Big Performing Discovered/accepted/compensate for each other’s strengths & weaknesses. Roles, Roles Responsibilities & Expectations are clear and followed followed. Compliment, don’t Compete.
- 8. The Stages of Organizational D O i ti l Development l t PERFORMING FORMING ance NORMING erforma Pe STORMING Time
- 9. Strategic Framework VISION VALUES VALUES MISSION
- 10. Structure St t CEO Board Manager Manager Staff Staff Staff Staff
- 11. Structure St t Board CEO Manager Manager Staff Staff Staff Staff
- 12. Structure: Governing Board St t G i B d Owners Policy Board Agent of the Owners CEO Agent of the Board Processes Manager Manager Procedures Staff Staff Staff Staff
- 13. The 5 Dysfunctionsof a Board-CEO Relationship* B d CEO R l ti hi * *Adapted from Patrick Lencioni: The Five Dysfunctions of a Team – A Leadership Fable
- 14. 1. Fear of“Healthy” C fli t 1 F f “H lth ” Conflict Fear Conflict Engage Conflict g g Everybody thinks the same thing. Healthy debate and dialogue. No one challenges the status quo. Consider new ways of doing Strive to be “liked”. things. Everyone is respected. Take resistance to our ideas De‐personalize the problems and personally without clarification. focus on solutions “Back office” conversations and Communication is appropriately personal attacks thrive personal attacks thrive direct and intentional direct and intentional Ignore controversial topics (the We discuss the “undiscussables” p elephant in the room) )
- 15. 2. Lack fCommitment 2 L k of C it t Failure to Commit F il t C it Commitment C it t Missed opportunities due to pp Clarity around direction and y excessive analysis and priorities unnecessary delays Inability to make decisions and to make decisions and Make decisions and when Make decisions and when “move” necessary, change direction without guilt Continual second‐guessing and C ti l d i d Confident and focused on what C fid t d f d h t doubt will work
- 16. 3. Avoidance ofA 3 A id f Accountability t bilit Lack of Accountability y Accountable Environment No standards of performance. No Performance Standards. evaluation mechanism. Evaluations are performed. Poor performers feel “pressure” to improve. Encourages and accepts Strives for and expects excellence mediocrity as the standard in all aspects of the work. Undue burden on the CEO as the Undue burden on the CEO as the CEO and CGO handle their and CGO handle their source of correction and respective responsibilities. structure for Board members. We’re just “volunteers” . We’re stewards of other’s resources.
- 17. 4. Inattention toResults 4 I tt ti t R lt Not Focused on Results Not Focused on Results Focused on Collective Results on Collective Results Loses achievement‐oriented Retains achievement‐oriented people people Stagnates and fails to grow A culture of “learning” and continuous improvement The needs of the individual come Mission‐focused before the mission Activity is significant Accomplishment is significant.
- 18. 5. Absence ofT t 5 Ab f Trust Absence of Trust Ab fT t Presence of Trust P fT t Conceal weaknesses and mistakes Admit weaknesses and mistakes Conceal weaknesses and mistakes Admit weaknesses and mistakes Hesitate to ask for help or provide Ask for help p p p constructive feedback Jump to conclusions about the Give each other the benefit of the intentions of others without doubt attempting clarification
- 19. Trust F T t Formula* l * Trust Speed Nonsense Morale Cost *Stephen M.R. Covey, The Speed of Trust
- 20. Trust F T t Formula* l * Cost Nonsense Morale Trust Speed *Stephen M.R. Covey, The Speed of Trust
- 21. Principles f EffectiveR l ti P i i l of Eff ti Relationships hi 1. 1 Establish Ground Rules 2. Acknowledge the Realities of the Board CEO Board-CEO Relationship 3. A Healthy Relationship Between the Board Chair and CEO 4. Clarity of Roles, Responsibilities and Expectations 5. Communicate, Communicate, Communicate
- 23. Thank You. h k www.weathersgroup.com @charlesweathers 803.400.1991 (Ph) * info@weathersgroup.com