This document provides 40 maxims or guidelines for directors of nonprofit healthcare organization boards. The maxims cover topics such as the importance of governance, understanding fiduciary duties, keeping information confidential, providing advice to the CEO, assessing performance, and enjoying the journey. The document is intended to educate and empower directors to maximize their performance and contributions through concise and practical guidance.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
Around the world organizations are looking for better ways to engage staff grow positive cultures. Agile looks at the team and individual level, but there is often a disconnect at an organizational level. Organizational democracy is a way to move beyond command and control cultures to more successful workplace relationships.
Come to this session if you are looking for new ideas in agile leadership. This session will challenge you to think beyond traditional fear-based control.
Organizational Democracy can help you deliver value to your company, team and customers. Agile provides a solid foundation, but it's only a part of the equation.
At the centre of Organisational Democracy is freedom-centered leadership. Freedom-centered leadership encompasses the ideals of servant leadership, decentralisation and growing leaders at every level.
We'll explore:
- what it means to be a democratic organization
- why there are now certified democratic organizations in 70 countries world-wide
- the benefits and challenges of being democratic
- how it can support Agile organizations.
Many of the 10 principles of Organizational Democracy align closely with the Agile Values and Principles. I will share how embracing the Agile values and principles in my own organisation led us to become a certified democratic organization.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
Around the world organizations are looking for better ways to engage staff grow positive cultures. Agile looks at the team and individual level, but there is often a disconnect at an organizational level. Organizational democracy is a way to move beyond command and control cultures to more successful workplace relationships.
Come to this session if you are looking for new ideas in agile leadership. This session will challenge you to think beyond traditional fear-based control.
Organizational Democracy can help you deliver value to your company, team and customers. Agile provides a solid foundation, but it's only a part of the equation.
At the centre of Organisational Democracy is freedom-centered leadership. Freedom-centered leadership encompasses the ideals of servant leadership, decentralisation and growing leaders at every level.
We'll explore:
- what it means to be a democratic organization
- why there are now certified democratic organizations in 70 countries world-wide
- the benefits and challenges of being democratic
- how it can support Agile organizations.
Many of the 10 principles of Organizational Democracy align closely with the Agile Values and Principles. I will share how embracing the Agile values and principles in my own organisation led us to become a certified democratic organization.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
The LeaderServe Foundation & Retreat Center is in the early concept stage of development. This introductory presentation is in Draft Format.
Information, ideas, and graphic elements are subject to change without notice.
This is my favorite PPT. The pictures actually fly out to reveal text and information underneath. This presentation is seamless. Download it and see what I mean. You will thank me for this template later. :) It took forever to create!
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
The LeaderServe Foundation & Retreat Center is in the early concept stage of development. This introductory presentation is in Draft Format.
Information, ideas, and graphic elements are subject to change without notice.
This is my favorite PPT. The pictures actually fly out to reveal text and information underneath. This presentation is seamless. Download it and see what I mean. You will thank me for this template later. :) It took forever to create!
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
Interview with Ronald G. Spaeth, FACHE, president, Evanston Northw.docxmariuse18nolet
Interview with Ronald G. Spaeth, FACHE, president, Evanston Northwestern Healthcare Foundation, Northbrook, Illinois
Ronald G. Spaeth, FACHE, is the recipient of the American College of Healthcare Executives's 2005 Gold Medal Award, an honor conferred on outstanding healthcare leaders for their contributions to the field. Mr. Spaeth joined Evanston Northwestern Healthcare in January 2000, when Highland Park Hospital (Highland Park, Illinois) merged with Evanston Northwestern Healthcare (Evanston, Illinois). Before this merger, he served as president and chief executive officer of Highland Park Hospital from 1983 through 2002. From 1972 through 1983, he served Evanston Hospital in various roles: as vice president of administrative services, vice president of corporate services, assistant secretary, of the board of directors, senior executive vice president, and chief administrative officer. In addition, he has served on numerous boards, including the Board of Trustees of the Illinois Hospital Association, Board of Directors of the American Hospital Association, and Board of Governors of the American College of Healthcare Executives. He is currently on the Board of Commissioners of the Joint Commission oil Accreditation of Healthcare Organizations. Mr. Spaeth is a Fellow of the American College of Healthcare Executives. He earned his bachelor of arts degree from Western Reserve University in Ohio and his master's in business administration degree from the University of Chicago in Illinois.
Dr. Grazier: You have experience as a faculty, member, president, and chief executive of different types of institutions and systems. How has each role contributed to the success of your career?
Mr. Spaeth: The benefit of the career path I have taken has been the opportunity it has afforded me to view different types of institutions and different forms of physician-hospital-community relationships. I have worked in an academic medical center, the Ohio State University Medical Center in Columbus; in a non-university-owned academic medical program, Evanston Hospital Corporation, which is now Evanston Northwestern Healthcare; and in a community hospital, Highland Park Hospital. Seeing the relationships between the communities and those institutions and particularly their ties with the physicians, has given me a broad understanding of the healthcare business.
Over the years, I have also been a faculty member at several university programs in healthcare management, including at the Ohio State University in the 1970s and at the University of Chicago in the 1980s. Bringing to the students real-world experience and teaching them how to apply what they learned in these programs were fulfilling; the experience gave me a chance to see the links between education and practice. My involvement in a major merger in 2000, in which Highland Park Hospital and Evanston Northwestern Healthcare became one system, was momentous as well. These experiences have helped me to grow.
Courage to Lead: Transformational Nurse Leadership for a Healthy Work Environment
June Marshall, DNP, RN, NEA-BC
Mano y Corazón Binational Conference of Multicultural Health Care Solutions, El Paso, Texas, September 27-28, 2013
IN THIS SUMMARY
In Partnership of Equals, Peter McGinn discusses the various ways in which CEOs and board members can productively work together to resolve conflict and make a better, more effective healthcare organization. The CEO advises the board and has a position of influence rather than authority. There are many situations where the board has the ultimate say, but that does not mean that CEOs should hold back their opinions until they are asked. They are there for a reason, and that is to share their thoughts and experiences. The board should appreciate input from the CEO, but they should not allow the CEO to make decisions or accomplish activities that are the board’s responsibility.
SUBSCRIBE TODAY
Need some basic leadership paradigms? I was interviewed about leadership and here is what one of my students picked out. Helpful if you are a entrepreneur or a CEO or both!
This was a presentation I delivered at the 3rd National Conference in London on 29th November 2012 on "Progression & Developments in the Role of Support Workers." The presentation discusses the important role that support workers should play in becoming leaders. Quality and chnage are highlighted.
Organization climate dimensions - Leadership and TeamworkHarison Xavier
Organization climate dimensions - Leadership and Teamwork, I have explained briefly on Organization climate dimensions. Let me know your comments. Thank you.
How Can Managers Lead Successful Change Initiative in Today`s Buinessess? Communication & Relationship
-Preview of an essay written by 5 Management students from Concordia Univeristy.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
4. Washington State Hospital Association
300 Elliot Avenue, West
Seattle, Washington 98119
The Washington State Hospital Association is pleased to formally endorse
Navigating the Boardroom. This is a highly practical, useful, empowering and
beautifully written book. It forwards 40 “shoulds” and “should-nots” directors
must heed to really govern, plus ensure their boards are making the most dif-
ference and adding the greatest value. WSHA, with the help of its Hospital
Governing Boards Committee and affiliate CEOs, will get this book to trus-
tees/commissioners in all the State’s health systems and hospitals.
Worth mentioning: Although targeted at healthcare organizations, most of
the maxims are applicable to other nonprofit, government agency and even
commercial corporation directors.
Denny has done the field a great service by making a pdf version of the book
available as an open-source document.
This book has been a long time in the making; Denny has been tossing
scraps of paper with ideas scribbled on them in a folder for at least five years.
When he talked with me about finally writing Navigating and then giving it
away free-of-charge, I thought he’d lost it. His objective was to get the book
in as many directors’ hands as possible, explaining “a zero price has got to
help.” Over several lunches plus numerous telephone calls and e-mail ex-
changes we discovered that giving something away isn’t that easy; there are
no ready-made distribution channels in place for doing so. WSHA and I seek
your assistance in propagating this valuable book; send it to colleagues, di-
rect them to www.BoardFood.com (homepage) for downloading or post it on
internet or intranet websites.
Leo Greenawalt, FACHE
President and CEO
- ii -
5. Reviews
"Easy to digest, practical and condensed wisdom; an essential road map for
both new and experienced directors. This is valuable reading for all those
who are serious about governing."
Mark R. Neaman, FACHE
President & CEO
Evanston Northwestern Healthcare
Evanston, IL
"An extraordinary book, very well written. The 40 maxims are right on target
and valuable guides for all trustees. This is a must read."
Stephen A. Williams
President & CEO
Norton Healthcare
Louisville, KY
“Denny has a nose for understanding best practices and worst mistakes. He
lays out ‘rules of the road’ for novice and experienced directors alike. Every-
one who enters a health system or hospital boardroom can benefit from this
book.”
J. Knox Singleton
President & CEO
Inova Health System
Falls Church, VA
"Denny has pointed his pen and taken aim at directors of healthcare organiza-
tions. His 40 maxims provide a much-needed, focused and prescriptive road
map for greater trusteeship professionalism which, if followed, will result in
more proficient and effective governance."
Ken Hanover , FACHE
President & CEO
Health Alliance of Greater Cincinnati
Cincinnati, OH
“All directors should read these 40 Maxims; they will change the way you
think about governing and perform in the boardroom.”
Douglas Hawthorne, FACHE
President & CEO
Texas Health Resources
Arlington, TX
“The acid test is: Will these maxims improve director quality and effective-
ness? The answer is a resounding ‘absolutely’! Maxim #1 should have been:
Read these before embarking on the critical task of governing.”
John W. O’Connell, FACHE
President & CEO
Franciscan Services Corporation
Sylvania, OH
- iii -
6. “I have spent 27 years of my life as the CEO of healthcare organizations, a
publicly traded company and a start-up IT venture; I’ve always sought
Denny’s counsel and advice about governance. These maxims will help direc-
tors make good boards great. In an era of transparency, boards that heed
these ideas will outshine their counterparts and be of greater value to soci-
ety.”
R. Timothy Stack, FACHE
President & CEO
Piedmont Healthcare
Atlanta, GA
“A must have resource for all health system and hospital boards; CEOs,
chairs and directors should make this valuable book part of their tool box.”
David D. Whitaker
President & CEO
Norman Regional Health System
Norman, OK
"CEOs are realizing strong, informed and empowered boards are great assets
for navigating the challenges facing contemporary healthcare organizations.
High performance governance requires: boards that engage in best practices;
and directors who unde rstand and execute their critical roles. Denny's book
provides an essential road map for executives, board chairs and directors."
Gary S. Kaplan, M.D.
Chairman & CEO
Virginia Mason Medical Center
Seattle, WA
“Denny has produced an invaluable guide about the self-care and develop-
ment of board officers and members. It is targeted perfectly. I wish such a
list of do’s and don’ts had been available when I entered the field in 1955.
Clearly, in today’s complex environment, his contribution is of special value.
It serves as a powerful guide to strengthen executive-board relationships.”
Austin Ross, LFACHE
Executive Vice President, Emeritus
Virginia Mason Medical Center
Seattle, WA
“Serving on a governing board is a monumental challenge. For the freshman
director or more seasoned one, this book lays out key elements of a well or-
ganized platform which each director needs to fulfill his/her fiduciary respon-
sibilities.”
William Himmelsbach, FACHE
Executive Officer, VHA Empire-Metro
VHA Senior Vice President
New York, NY
- iv -
7. “This concise and practical book captures the challenges, vitality, and com-
plexity of healthcare boards. Denny offers candid and straightforward advice,
plus numerous anecdotes, drawn from decades of governance consulting, re-
search and teaching experience. Navigating the Boardroom provides thought-
ful maxims for readers interested in a quick bit of advice or those wanting
greater depth.”
Dale Schumacher, M.D., M.P.H.
President
Rockburn Institute
Elkridge, MD
- v -
8. Distribution and Use
I’m making this book available free-of-charge for several reasons: First,
to facilitate spreading ideas I believe can help directors improve their per-
formance/contributions and get more out of the experience serving on non-
profit healthcare organization boards. Second, it’s a small way of saying
thanks to the field that has provided me such a meaningful and enjoyable ca-
reer.
This is an open-source document. As such you may:
• print from the pdf file, copy and distribute it in hardcopy;
• circulate it as a pdf file;
• post it on internet or intranet websites; and/or
• employ www.BoardFood.com as a URL for others to download it in pdf
format directly from the website’s homepage.
Duplication/distribution/posting must be done with full attribution and used
exclusively for non-commercial, educational purposes. Sale or repackaging,
in any form, is prohibited. Readers are expected to respect my intellectual
property and not use this material as the content for other documents or
speeches/prese ntations without my written permission.
Navigating the Boardroom: 40 Maxims by
Dennis Pointer (Bozeman, MT: Second River
Healthcare Press, 2008); ISBN-13 / 978 -
974F8609-6.
If you’d like to order a hardcover (“real book”)
version, it’s available from:
Second River Healthcare Press
for information, contact:
www.secondriverhealthcare.com
406-586-8775
The price is $19.95.
“Ideal for CEOs or chairs who would like to provide board members something
more substantial than a 8½ by 11 ‘Xeroxed’ copy of Navigating.” Jerry
Pogue, Publisher; Second River Healthcare Press.
- vi -
9. Dennis D. Pointer, Ph.D.
Denny is Austin Ross – Virginia Mason Professor, Department of Health
Administration, School of Public Health and Community Medicine, University
of Washington (Seattle). He has held two previous endowed chairs: John J.
Hanlon Professor of Health Services, Graduate School of Public Health, San
Diego State University (1991-2002); and Arthur Graham Glasgow Professor
of Health Services Management, Department of Health Administration, Medi-
cal College of Virginia, Virginia Commonwealth University (1986-1991). From
1975 to 1986 he was affiliated with the University of California - Los Angeles
where he served as: Professor and Head, Program in Health Services Man-
agement, School of Public Health; Associate Director, U.C.L.A. Medical Cen-
ter; Professor, Anderson School of Management; and Professor of Psychiatry
and Bio-behavioral Sciences, School of Medicine. During his tenure at
U.C.L.A. he was a Research Fellow at the RAND Corporation. He has held
faculty appointments at the Mount Sinai School of Medicine (New York) and
the Baruch School of Management of the City University of New York in addi-
tion to having served as Associate Director, Department of Teaching Hospi-
tals, Association of American Medical Colleges (Washington, D.C.).
Denny is the author of eleven books. Really Governing and Board Work
have won the James A. Hamilton book of the year award from the American
College of Healthcare Executives. His other books include: Getting to Great:
Principles of Healthcare Governance; The High Performance Board; The
Health Care Industry: A Primer for Board Members; Essentials of Health Care
Organization Finance: A Primer for Board Members; and Governing the 21st
Century Nonprofit Healthcare Organization: Transforming the Work and Con-
tributions of Your Board (estimated release in mid 2009). He has written 80
scholarly and professional articles.
Principal of Dennis D. Pointer & Associates, Denny has been retained as a
governance consultant, retreat facilitator and speaker by over 250 healthcare
organizations, commercial corporations, governmental agencies and profes-
sional/trade associations. He was a founding partner of the American
Healthcare Governance and Leadership Group LLC, now the Center for
Healthcare Governance of the American Hospital Association.
Denny received his Ph.D. from the University of Iowa in hospital and
health services administration and B.Sc. in organizational psychology from
Iowa State University.
- vii -
10. Letter to Readers
Dear Colleagues:
There are approximately 10,000 nonprofit healthcare provider organiza-
tion boards in the U.S., each of which has about 15 members. Thus, the
best-guess number of directors is 150,000.
The effectiveness of these boards ... the extent they make a difference
on behalf of their communities and add value to the organizations they gov-
ern ... depends on the qualities of directors; their dedication, effort, knowl-
edge, skills, experience and perspectives. Although governing is a “team
sport,” it’s practiced by individuals who occupy all those boardroom chairs.
The vast governance literature has focused almost exclusively on boards;
their obligations, responsibilities and roles; the way they should be struc-
tured, configured and composed; how they should function; and what they
can do to improve their performance. Little attention has been accorded di-
rectors and directorship. The book was written to begin filling that void.
Drivers’ manuals aren’t provided to directors at the time of their initial
appointment or during their terms of service. The assumption is that bright
people will figure out, and pick up the fundamentals of, board work by just
doing it. While experience is a great teacher, it can be enriched, leveraged
and enlivened when grounded on good ideas.
max•im (mac’sîm); Succinct formulation of a
fundamental principle; a guideline for thinking,
deciding and acting.
Navigating the Boardroom forwards 40 maxims, some things you must
know and do to maximize your performance and contributions as a nonprofit
healthcare organization director, whethe r you’re new or long-tenured. The
book is straight talk that forwards practical and usable wisdom.
This is a product of what I’ve learned over 30 years of governance
consulting, teaching, research, writing and speaking. I’ve spent a huge
amount of time in boardrooms with directors, both colleagues and clients. I
owe these folks a large debt; they are, in every sense, my co-pilots in this
endeavor (bearing none of the blame for what you might find ill-conceived or
poorly stated). Additionally, it has been my good fortune to have worked
with a bunch of wonderful collaborators/friends over the years. With trepida-
tions regarding sins of omission, thanks to (in alphabetical order): Gary
Aden, Ted Ball, Jim Begun, Rick Carlson, David Cohen, John Colloton, Bill
Dowling, Charlie Ewell, Debbie Gramling, Leo Greenawalt, Jan Jennings, Nate
Kaufman, Dick Knapp, Jennifer Kozakowski, Baldwin Lamson, Sam Levy,
Roice Luke, Michele Molden, Jerry Norville, Jamie Orlikoff, Andy Pasternack,
Dave Pitts, Jerry Pogue, Austin Ross, Marty Ross, Lou Rossiter, Bob Simmons,
Mary Totten, Tim Stack, Dennis Stillman, Will Welton and Steve Williams ...
you’ve all enriched my life.
I wanted to keep this book short [Maye West was wrong when she said,
“Too much of a good thing is great.”] So, rather than including numerous
referenced supplemental materials as appendices, they’re provided at
www.Boardfood.com; go to the navigational aids, other resources or book-
- viii -
11. shelf pages and download what you find useful/interesting. The website also
contains a “truck-load” of other governance “knowledgeware,” all provided as
open-source documents.
Denny
Dennis D. Pointer
Seattle, Washington
dennis.pointer@comcast.net
206-499-1289
- ix -
12. The Maxims
1. Governance matters.
2. Evaluate your interest in, and commitment to, the or-
ganization before serving or continuing to serve.
3. Don’t be a “letterhead” director.
4. Become a professional director.
5. Know what’s expected of you.
6. Get to know your colleagues.
7. If you are a newly appointed director, hook up with a
mentor.
8. Immediately begin acquiring an understanding of gov-
ernance and the nature of board work.
9. Understand board topography.
10. Serve your apprenticeship, but do so quickly.
11. Realize governing is a distinctive organizational prac-
tice.
12. Recognize the difference between governing and man-
aging, then respect it.
13. Keep your eyes on the prize.
14. Don’t represent narrow interests or constituencies.
15. Understand your legal fiduciary duties of loyalty, care
and obedience in addition to director liabili-
ties/protections.
16. Understand your board’s governing responsibilities.
17. Acquire an increasingly sophisticated unde rstanding of
content areas underpinning issues your board will be
addressing.
18. Develop (or enhance) your healthcare organization-
specific financial literacy.
19. If you’re the board chair, learn how to run effective and
efficient meetings.
20. Do your homework.
21. Show up.
- x -
13. 22. Participate.
23. Question.
24. Play devil’s advocate.
25. Acknowledge conflicts-of-interests and disengage when
you have one.
26. Keep sensitive information confidential.
27. Be ethical.
28. Do governing work only in the boardroom.
29. Stroke.
30. Don’t make individual requests of the CEO and execu-
tive team members.
31. Be prepared to vote no.
32. Argue in the boardroom, lock arms when you leave it.
33. Don’t engage in personal financial dealings with other
directors or executives.
34. Never do non-governance work for the organization.
35. Keep your personal relationship with the CEO at arms-
length.
36. Provide the CEO with advice and counsel, but be care-
ful.
37. Be prepared to lead.
38. Be a good board and organizational citizen.
39. Prior to the conclusion of each term, assess your per-
formance and contributions.
40. Enjoy the journey and have fun.
References and Resources
- xi -