During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."

1. GENERATING BETTER
BOARD DECISIONS
Dottie Schindlinger
VP & Governance Technology Evangelist, Diligent
October 26, 2017 • 10:30-11:30 AM • Brule

2. Presenter
Dottie Schindlinger
VP/Governance Technology
Evangelist, BoardEffect (Diligent)
dschindlinger@diligent.com
+1 (215) 450-9383
linkedin.com/in/dschindlinger
Twitter: @GovTechGeek @BoardEffect
www.boardeffect.com

3. Engage with us!
#CommonFuture17 @BoardEffect
@GovTechGeek

4. Secure, cloud-based board management
software that drives board efficiency,
effectiveness & engagement
What Is
?
Optimizing
Resources
Enhancing Board
Operations
Improving the Board
Member’s Experience

5. TITLE CARD
Independent Sector’s Principles for Good
Governance & Ethical Practice
WHAT ARE THE PRINCIPLES?
1. The Principles for Good Governance and Ethical Practice outlines 33
principles of sound practice for charitable organizations and foundations
related to legal compliance and public disclosure, effective governance,
financial oversight, and responsible fundraising.
2. The Principles should be considered by every charitable organization as
a guide for strengthening its effectiveness and accountability.
3. The Principles were developed by the Panel on the Nonprofit Sector in
2007 and updated in 2015 to reflect new circumstances in which the
charitable sector functions, and new relationships within and between the
sectors.

6. Today’s Agenda
6
Review 3 modes of governance &
significance of “generative thinking”
Provide a framework to help the board
perform the “sense-maker” role
Suggest practical strategies you can
implement with your board

7. Shared Goals for This Session
7
Explore Best
Practices
Contextualize
Chart a Path
Forward

8. 8
The world is becoming
more turbulent faster than
most organizations are
becoming more resilient.”
GARY HAMEL
What Matters Now
“

9. What’s Happening Now?
9
• V.U.C.A.
• Regulatory landscape is broadening
& evolving (e.g., GDPR)
• Resources shrinking, in danger of
evaporating
• Increased civic engagement
• Stakeholder expectations are high
(and climbing)

10. Board Analogies…
The Board is to the Organization as
___________ is to __________.
10
From the “Governance as Leadership: Reframing the Work of the Nonprofit Board”
seminar taught by William Ryan for the Pew Charitable Trusts, May 2007

11. EXECUTIVE GOVERNANCE SHARED GOVERNANCE
GOVERNANCE BY DEFAULT GOVERNANCE BY FIAT
4 Profiles of Governance
LEVELOFSTAFFINVOLVEMENT
LEVEL OF BOARD ENGAGEMENT

12. Quick Poll!
Which profile best describes your board now.
12

13. 13
In addition to oversight,
boards need to provide
insight, and, if possible,
foresight.”
NANCY AXELROD
Governing for Growth
“

14. ORG-SPECIFIC
KNOWLEDGE
REQUIRED
ROLE Sentinels
Strategic
Partners
to Management
Sense Makers
MediumLow High
Modes of Governance
FIDUCIARY STRATEGIC GENERATIVE

15. FIDUCIARY STRATEGIC GENERATIVE
Key Question What’s Wrong? What’s the Plan? What’s the Question?
Board Focus
Define Problems
Review Performance
Solve Problems
Shape Strategy
Frame Problems
Engage in Sense-making
Board Process Parliamentary Procedure
Logistical and Empirical
Discussion
More Informal and Creative
Problems Are To Be Spotted Solved Framed
Decision Making Resolution Reaching Consensus Framing the Question
Board Sees Their Role As Oversight & Authority Strategist Fresh Perspective
Performance Metrics
Facts, Figures, Finances,
Reports
Strategic Indicators
Competitive Analysis
Signs of Learning and
Discerning
Board Behaviors in Each Governance Mode
Excerpted from CentrePointe summary of "Governance As Leadership," July 2009.

16. Why does problem framing matter?
16

17. Practice Time!
Discuss the exercise in groups.
Create 1-3 questions in each “mode.”
17

18. FIDUCIARY STRATEGIC GENERATIVE
Key Question What’s Wrong? What’s the Plan? What’s the Question?
Board Focus
Define Problems
Review Performance
Solve Problems
Shape Strategy
Frame Problems
Engage in Sense-making
Board Process Parliamentary Procedure
Logistical and Empirical
Discussion
More Informal and Creative
Problems Are To Be Spotted Solved Framed
Decision Making Resolution Reaching Consensus Framing the Question
Board Sees Their Role As Oversight & Authority Strategist Fresh Perspective
Performance Metrics
Facts, Figures, Finances,
Reports
Strategic Indicators
Competitive Analysis
Signs of Learning and
Discerning
Board Behaviors in Each Governance Mode
Excerpted from CentrePointe summary of "Governance As Leadership," July 2009.

19. Strategies for Generating Better Decisions
1. Empower the Governance Committee
2. Establish norm of “respectful inquiry”
3. Collaborate on building the board’s agenda
4. Allow time for meaningful discussion
5. Make executive sessions more routine
6. Keep an eye out for “generative landmarks”
19

20. Tactics: Strategic Board Planning Calendar
1. Plot out topics across the year
2. Provide the schedule, topics, links to related reading, discussion questions
20

21. Tactics: Focus More Time on Meeting Prep
1. Provide “briefing” materials to inform discussion
2. Suggest generative questions to jump-start the board’s thinking
21

22. 1. About 90 minutes long
2. 5 minutes: community-building
(with food)
3. 2-3 minutes: mission &
inspiration
4. 1-2 minutes: consent agenda
approval
5. 15-20 minutes: board education
or training
6. 60 minutes: governing
22
Adapted from Susan Howlett’s “Boards on Fire! Inspiring Leaders to Raise
Money Joyfully.”
Tactic: “Generative” Meeting Agendas

23. Tactics: Meeting Flow
1. Silent meeting start with 1-minute
essay
2. GBOMM’s – “Good, Bad, On My
Mind”
3. Mini executive session at every
meeting
4. Assign a time-keeper (NOT the Chair,
NOT the secretary, NOT staff)
5. Post meeting evaluation
23

24. How Will You Use What You’ve Learned?
24
Identification Knowledge Execution
Generative Landmarks
Engagement Opp.’s
Potential Obstacles
Shared Learning
Group Exercise
Ongoing Board Ed.
Governance Committee
Implement Tools
Generative Agendas

25. Thank you! Feel Free to Contact Me!
Dottie Schindlinger
VP/Governance Technology
Evangelist, BoardEffect (Diligent)
dschindlinger@diligent.com
+1 (215) 450-9383
linkedin.com/in/dschindlinger
Twitter: @GovTechGeek @BoardEffect
www.boardeffect.com