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Paso del norte health foundation gov. nov 4 2015

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Paso del norte health foundation gov. nov 4 2015

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Boards must be strategic assets to their organizations. Do you have the "talent," "strategic focus," "performance focus," and "governance process focus" to meet todays' high performance governance standards?

Boards must be strategic assets to their organizations. Do you have the "talent," "strategic focus," "performance focus," and "governance process focus" to meet todays' high performance governance standards?

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Paso del norte health foundation gov. nov 4 2015

  1. 1. 21st Century Governance as Legacy Leadership © Signature Resources 2015 Les Wallace, Ph.D. President, Signature Resources Inc. November 4, 2015 1
  2. 2. Leadership Advice from a Wise Man “These things happen naturally… friction, confusion, underperformance. Everything else requires leadership.” Peter Drucker 1909 - 2005 © Signature Resources 2015 2
  3. 3. Friction, Confusion as seen from the Board member Perspective © Signature Resources 2015 3
  4. 4. Governance Process © Signature Resources Inc. 2015 4
  5. 5. 21st Century Governance  Boards as Committees (‘50s-’60s) CEO Driven  Boards as Managers (’60s-’70s) Operational / Fiduciary  Boards as Trustees (‘80s-90’s) Policy and Strategy (John Carver) 21st Century Boards Transformational Leaders Governance as Leadership (Richard Chait) © Signature Resources 2015 5
  6. 6. “Nothing ages faster than the future.” David Carr All centuries are different as the velocity and complexity of change accelerates. Every generation finds their traditional models of doing business tested by new ideas & demands on leadership. © Signature Resources 2015 6 “The problem is never how to get new innovative thoughts into your mind, but how to get the old ones out.” Dee Hoc, Retired CEO Visa Card Executive
  7. 7. Legacy Leadership © Signature Resources 2015 7 Leaders don’t create followers… they create other leaders. Transformational leaders… change the organization to assure relevance.
  8. 8. Leading in the 21st Century From “Heroic” to “Transformational” “Whereas the heroic leader of the past knew all, could do all, and could solve every problem, the post-heroic leader asks how every problem can be solved in a way that develops other people’s capacity to handle it.” Charles Handy A Legacy of 21st Century Leadership
  9. 9. A Legacy of 21st Century Leadership Legacy Leadership  Legacy: How capable an organization is to lead itself versus depend on you!  Legacy: How well the organization transforms to stay vibrant, valuable and relevant. Transforms: not simply manages changes. Thinking about legacy requires us to move beyond short term definitions of success.  To consider a journey from success to significance.
  10. 10. A High Performance Governance Discipline As Strategic Advantage © Signature Resources 2015 10
  11. 11. Who is this guy?  Ideal 21C job: Grandparent!  University professor / Hospital administrator  International consulting company… Touch 20,000 people yr. / Coach 18 Execs / 17 Boards a year  50% for-profit / 50% government & not-for-profit clients  Security First Bank Board, Counterpart International, World Future Society Board of Directors  Joining the board of the Mental Health Center of Denver © Signature Resources 2015 11
  12. 12. Who is this guy? © Signature Resources 2015 12
  13. 13. 300+ Boards 1,000+ Board Meetings Over 100 Board Assessments © Signature Resources 2015 13 The BAD, the frustrated, the disengaged.
  14. 14. © Signature Resources 2015 14 Synthesis of Elements of Governance
  15. 15. © Signature Resources 2015 15 A Board’s Community Promise  Quality services at or above industry standards.  Services appropriate for the population and community needs—we listen, research, identify.  Access convenient and proactive.  A financially stable organization able to withstand downturns.  Conduct meets organizational standards for integrity and ethics.
  16. 16. © Signature Resources 2015 16 Balancing Governance & Management Many new board members see governance as committee work on steroids. Community based boards are especially challenged here because a smaller organization needs “volunteer leadership” to get things done.
  17. 17. “Board” and “Executive Team” Partnership. The board has legal and fiduciary responsibility for the financial health, ethical behavior and quality of services and products of the organization. The board also has a responsibility to be a “strategic asset” to the organization—to assure it’s ongoing relevance. These responsibilities require a leadership partnership of trustees (board) and CEO and executive team. The executive team executes on organizational management. The board sets direction, tracks organizational performance, realigns focus as necessary, and works as a partner to help the CEO be as successful as possible. © Signature Resources Inc. 2015 17
  18. 18. “Board” and “Executive Team” Partnership. As a “strategic asset” the board mix should have the competencies and experience to oversee and point direction for a complex organization. “Think of governance as overseeing a forest rather than growing a single tree.” Many boards make the mistake of looking for narrow specialties for their board such as HR, finance, marketing, technology, etc. The 21st Century Board looks for members who can see the “forest” of how it is all integrated and helps the CEO find the “specialists” to execute. © Signature Resources Inc. 2015 18
  19. 19. “Board” and “Executive Team” Partnership. Boards need to “stay in their lane” and resist the temptation to manage the organization. If an organization needs help with technology, marketing, human resources then a board needs to help the CEO find capable consultants or volunteers to help out. Boards who get in the weeds or manage organizational projects can rob the organization of the capability to build it’s own capacity to be successful. But how do boards know the organization is really performing at reasonable standards? © Signature Resources Inc. 2015 19
  20. 20. Governance vs. Managerial roles FUNCTIONS GOVERNING RESPONSIBILITY MANAGEMENT RESPONSIBILITY Strategic Planning • Set mission & Vision. • Determine organizational values. • Identify Service philosophy. • Set strategic objectives (3-5 yrs). • Ensure operational objectives are aligned with and support strategic objectives. • Approve major org. realignment • Approve new services / expansion, cutbacks, partnering. • ID long range operational & strategic issues for board. • Translate strategy into operation. • Implement change & monitor progress. • Provide timely market data. • Execute. Finance /Budget Audit/Sup. Committee • Establish annual budget. • Approve working capital and capital investment. • Approve variations from budget. • Ensure accounting system to track and monitor use of funds. • Ensure regular financial and operational audits by external sources. • ID Enterprise Risk Management priorities. •Conduct feasibility studies. •Investment analysis. •Financial forecasts. •Develop / manage annual budget. •Prepare Pro-forma budget statements. •Justify budget exceptions. •Complete ERM plans. © Signature Resources 2015 20
  21. 21. Governance vs. Managerial roles FUNCTIONS GOVERNING RESPONSIBILITY MANAGEMENT RESPONSIBILITY Operational Excellence • Ensure robust constituent feedback and evaluation of products / services. • Ensure adequate quality processes: planning, evaluation, improvement. • Approve significant corrective actions & changes in service profiles. • Determine preferred organizational culture. • Regular review and update of policies. • Collect constituent input. • Routinely monitor quality indicators. • Special studies and corrective action as needed. • Review/update procedures. • Translate all Board guidance into procedures and operations. Government / Regulatory Relations Community Relations • Develop strategic alliances and partnerships. • Maintain appropriate government, professional and organizational relations. • Ambassador for the organization. • Support professional activities. • Establish & maintain governmental., professional & organizational relations. • Serve as communication link. • Represent the organization to community © Signature Resources 2015 21
  22. 22. Governance vs. Managerial roles FUNCTIONS GOVERNING RESPONSIBILITY MANAGEMENT RESPONSIBILITY Human Resources • Evaluate performance/set CEO objectives. • Approve org. salary & benefits plans. • Ensure legal & competitive human resources policies. • Ensure a leadership succession plan: emergency & longer term. • Hire Executive Team • Recommend salary ranges. • Develop/manage HR system & records. • Performance management system. • Highly engaged corporate culture. • Recruitment & retention. • Management/leadership development systems. Board Development • New member orientation. • Commit to in-service & conference attendance. • Succession planning for board positions. • Evaluate Board performance. • Assess committee functions. • Assist new member orientation. • Encourage / arrange training. • Support in governance leadership development for potential and new board members. • Assist board evaluation process. © Signature Resources 2015 22
  23. 23. Partnership: What CEOs Ask Me to Remind Boards!  A professional relationship: not bowling, golfing, or skiing buddies.  Feedback / direction / inquiry should be conducted in an executive manner not @ church or on the golf course.  Rules of engagement should exist:  Commit to face-to-face meetings outside of Board meetings.  Have an advanced agenda for the conversation.  Effective communication is specific not general.  Good feedback is timely!  “What CEOs Really Think of Their Boards.” HBR (4/2013) © Signature Resources 2015 23
  24. 24. CEO Leadership and Board Partnership If the CEO’s not scaring the Board regularly, It’s not a robust partnership! © Signature Resources 2015 “But Les Wallace said to scare them!” 24
  25. 25. Questions © Signature Resources 2015 25
  26. 26. A Board Governance Puzzle: The Big Pieces Board Talent Strategy Performance & Risk Governance Process © Signature Resources 2015 26
  27. 27. Talent © Signature Resources 2015 27 • Board composition one of the top five issues in today’s governance conversations. • The board as strategic asset. • Competency mix. • Board as part of organizational brand. • Moving beyond “volunteer” mentality to “trustee” mentality.
  28. 28. Applying Competency Theory © Signature Resources 2015 28
  29. 29. So, What do we do? a. Profile the ideal board member for where you’re going, not where you are. Create a desired board make-up profile. b. Identify a pool of folks who might fit your vision/profile. c. Engage / screen / develop the pool. d. Narrow the pool by giving the most capable and committed folks greater immersion & development. e. Encourage the best to stand for board election. Create a “board” dashboard to reflect “existing profile” and to track pipeline potentials and their levels of engagement and development. Maintain an engagement with those remaining in the pool who retain interest. © Signature Resources 2015 29
  30. 30. Governance Competency Fiscal literacy about large enterprise business. Service mindset and experience. Strategic mindset and experience. Change & organizational transformation leadership. Executive oversight—leading organizational leaders. Experienced in the integration of technology into service and operations. Ethics / integrity: personal behavior, confidentiality, respect for diversity—ideas and © Signature Resources 2015 30
  31. 31. Governance Youth Movement (As seen by some) © Signature Resources 2015 31
  32. 32. Pre-self Certification for Board Candidates  Ten Basic Responsibilities of Nonprofit Boards, 3rd Edition (Richard T. Ingram, 2015, BoardSource)  Board Fundamentals: Understanding Roles in Nonprofit Governance, 2nd Ed. (Lakey Berit, 2010, BoardSource)  Principles of 21st Century Governance, (Les Wallace, 2013)  Owning UP: The 14 Questions Every Board Member Needs to Ask (Ram Charan, 2009)  Governance as Leadership: Reframing the Work of Nonprofit Boards (Richard Chait, et. al., 2005)  Culture of Inquiry: Healthy Debate in the Boardroom (PDF) (BoardSource, 2007) © Signature Resources 2015
  33. 33. Strategy © Signature Resources 2015  Board as strategic asset capable with: • Business environment sensing / tracking. • Strategic thinking and Visioning. • Transformational leadership. • Innovative thinking. • Risk management. 33
  34. 34. 70% Strategy Board As Strategic Asset Board Surveys Tell Us… “Not enough time on strategy.” “Board as strategic asset.” “Too much time looking into the rear view mirror.” “Lack a strategic orientation.” “Building a Forward Looking Board,” McKinsey Quarterly (Feb. 2014). © Signature Resources Inc. 2015 34
  35. 35. Strategy progress updates. Business environment discussions. New models / benchmarking. Tracking patient & family value shifts in healthcare. Developing partnerships / affiliations. Governance succession and development. © Signature Resources 2015 35
  36. 36. 21st Century Leadership: Strategic Thinking Strategic Planning: “What is our desired business position and how must we change to get there?” Strategic Thinking: “How might we re-design our business to leverage leading edge marketplace and business models?”  Identifying an alternative future position  Anticipating opportunity and threats  Setting change priorities  Designing change pathways  Evolving / adapting systems  Outlining formal plans  Three-five year cycle  Course corrections regularly  Challenging core business assumptions  Re-inventing the business  Exploration of new paradigms  Sponsoring paradigm shifts/pilot tests  Bold innovative movement  Confirming stakeholder value shifts  Projecting / anticipating lifecycles of products, services, organizational model © Signature Resources 2015 36
  37. 37. Performance and Risk © Signature Resources 2015 • Consistent corporate performance: $, quality, outcome impact. • Tracking a comprehensive mix of metrics. • Active “enterprise risk management” tracking at board level. 37
  38. 38. Competent Performance Oversight: Uses a Balanced Scorecard/Measures Dashboard  Monitoring a set of “indicators” across the “balance” of the organization’s work.  Distilling the “cattle call” of numbers and progress reports from management into a visual report card. “Balanced Scorecard: Measures that Drive Performance,” Kaplan/Norton HBR 2/1/2000. Research on Malcolm Baldridge Award Winners © Signature Resources 2015 38
  39. 39. Competent Performance Oversight: The Balanced Scorecard/Measures Dashboard Business Performance Client / Patient Performance Employee Engagement / Organizational Culture  Budget performance  Capital investments  Operating reserve  Income mix Robert Kaplan, Balanced Scorecard  Constituent value tracking  Client satisfaction  Quality measures  Outcome measures Community brand survey Harry Beckwith, Selling the Invisible  Employee climate survey  Employee retention  Employee development  Leadership development  Talent succession  Employee ideas adopted Marcus Buckingham, First, Break all the Rules © Signature Resources 2015 Other categories are common: “Learning and Growth,” “Internal Processes,” “Environmental Citizenship.” 39
  40. 40. Keeping the right “KPIs” in Sight © Signature Resources 2015 40 What else does your board track?
  41. 41. Governance Process © Signature Resources 2015 41 • Informed, efficient. • Prominent investment in board development. • Annual self assessments and learning plans: annual assessments a 21st Century Benchmark! • Officer development. • Board talent refresh discussion and plans.
  42. 42. © Signature Resources 2015 42 Self Assessment Annually  Once every four years or so conduct a full scope, deep dive assessment.  In between years conduct “micro” assessments of single governance elements.  5 Common assessment methods: • At end of every meeting. • Annual single focus assessment. • Full spectrum assessment. • Customized telephone survey. • Board member to member feedback.
  43. 43. Reflection on Governance Process Board Competency & Recruitment Governance Practices: Meetings Committees Strategic Focus / Innovation Performance Tracking Exec Team / Board Partnership Assessment & Development © Signature Resources 2015 43
  44. 44. Questions? © Signature Resources 2015 44
  45. 45. What Points will you Take Back to Your Team? Your Board? © Signature Resources Inc. 2015 45
  46. 46. Les Wallace, Ph.D. President, Signature Resources Inc. Les@signatureresources.com  Signature Resources is a 40 person consulting consortium providing governance and leadership strategy to public and private sector enterprise globally through two domestic and three international offices.  Dr. Wallace is recognized for tracking business environment and workplace trends and their impact upon business and government. His publications have appeared in Leadership Excellence, Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global, fast moving business environment. His governance workbook, 21st Century Governance is used by 2000 CEOs and Board members.  Les is a frequent consultant and speaker on issues of organizational transformation and leadership, employee engagement, strategic thinking and board of directors development and governance. His clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations world-wide. Dr. Wallace is also the 9Minute Mentor, a series of short video tutorials on governance. © Signature Resources 2015 46

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