Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

Paso del norte health foundation nov 3 evening

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 32 Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)

Ähnlich wie Paso del norte health foundation nov 3 evening (20)

Anzeige

Aktuellste (20)

Anzeige

Paso del norte health foundation nov 3 evening

  1. 1. Principles of 21st Century Governance Les Wallace, Ph.D. November 3, 2015 © Signature Resources Inc. 2015 1
  2. 2. “The Future Isn’t What it Used to Be” Yogi Berra © Signature Resources Inc. 2015 2
  3. 3. Today’s Business Environment  Volatility  Uncertainty  Complexity  Ambiguity © Signature Resources 2015 U.S. Army War College 1990’s 3
  4. 4. 21C…It’s Different “Permanent Whitewater” “The New Normal” Speed: blinding, touching every aspect of life. Complexity: quantum leap in mix of related forces. Risk: upheaval raises threats and risks of “new ideas.” Change: radical, drastic, sudden. Surprise: unimaginable—challenging sensibility & logic. Size: enterprise complexity, geographical spread, enterprise culture, governance competency, speed of decision making are all impacted. © Signature Resources 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. Who is this guy? © Signature Resources 2015 6
  7. 7. 300+ Boards 1,000+ Board Meetings Over 100 Board Assessments © Signature Resources 2015 The BAD, the frustrated, the disengaged. 7
  8. 8. A Board Governance Puzzle: The Big Pieces Board Talent Strategy Performance & Risk Governance Process © Signature Resources Inc. 2015 8
  9. 9. Applying Competency Theory © Signature Resources 2015 9
  10. 10. Keeping the right “KPIs” in Sight  Financial Performance  Member Value  Strategy  Community Brand  Organizational Culture  Innovation / Quality Improvement  ERM  Sustainability / community citizenship  Governance Excellence © Signature Resources 2015 http://www.cues.org/article/view/id/ Good-governance-key-performance-indicator-tracking 10
  11. 11. Governance Process Board Competency & Recruitment Governance Practices: Meetings Committees Strategic Focus / Innovation Performance Tracking Exec Team / Board Partnership Assessment & Development © Signature Resources Inc. 2015 11
  12. 12. © Signature Resources Inc. 2015 12
  13. 13. Where is Your Board?  Dysfunctional: characterized by a lack of trust, information hording and resistance between CEO and board.  Imperial: long board and CEO tenure gives way to CEO guiding the agenda, board appointments and what the board gets as information, quite traditional meetings.  Entrenched: minimal strategic dialogue with executive team, solid board policies and satisfactory performance yet can’t seem to break into high performance gear.  Strategic: high commitment to learning about / following best governance practices, heavily invested in strategic and system thinking, independent board appointment processes assure competent members, strong committee processes, regular self assessments. © Signature Resources 2015 13 “Know Your Rubber Band” Deedee Myers, Cues Skybox
  14. 14. Our Journey Tonight Based on the Governance Literature  Some key questions boards should ask with regularity.  CEO / Board partnership  Evaluating and Providing Feedback to the CEO © Signature Resources Inc. 2015 14
  15. 15. 10 Questions That Make Boards Better Regarding Strategy and Direction ① How well are we meeting our mission? Outcome measures? Benchmarks with others? ② What opportunities or threats are being presented in our changing business environment? “Sensing” the environment and having regular dialogue. CEO “thinks out loud” about our future? ③ What is our three year plan to become better and stronger? Annual planning retreat? Audacious goals? 70% of meeting discussing strategy? © Signature Resources Inc. 2015 15
  16. 16. 10 Questions That Make Boards Better Regarding Performance ④ How strong and well managed are our finances? Key performance indicators? Operating reserve? Diversified sources of revenue? ⑤ How would our customers, constituents like to see us change? “Value” survey? Population needs assessment by lifecycle? ⑥ Are our employees satisfied and fully engaged in our work? Measures of engagement? Investment in employee development? © Signature Resources Inc. 2015 16
  17. 17. 10 Questions That Make Boards Better Regarding Governance ⑦ Are we governing, managing or rubber-stamping? Board sets it’s agenda. ⑧ How can we become more informed and effective? Annual self-assessment and development plan? ⑨ Who have we identified and begun grooming to replace departing board members? Desired board profile for 2020? Succession plan? ⑩ Does the board revisit, clarify and provide feedback on the CEO’s performance at least twice a year? © Signature Resources Inc. 2015 17
  18. 18. Questions? © Signature Resources Inc. 2015 18
  19. 19. Leading the CEO  The Board’s job is to help the CEO be as successful as possible.  Does the CEO have an executive leadership development budget?  Does the board conduct annual goal setting for the CEO?  Does the board provide evaluative feedback to the CEO TWICE a year!  Expect the CEO to “think out loud” about the future of the organization—without judgment. © Signature Resources Inc. 2015 19
  20. 20. Partnership: What CEOs Ask Me to Remind You!  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 (4/2=2-13) © Signature Resources Inc. 2015 20
  21. 21. Managing partnership CEO Work Priorities Summary should be available to the board:  CEO key strategic priorities and quarterly metrics.  CEO key operational oversight/initiatives and quarterly metrics.  Amount of CEO time (e.g.15%) devoted to board communication and liaison.  CEO’s personal development plan.  And please—expect all CEO and Executive team reports in “executive summary” / dashboard formats! © Signature Resources Inc. 2015 21
  22. 22. Evaluating the CEO ① CEO completes a self-assessment for board. Beneficial for CEOs to have 360 Feedback every couple of years to help this process. ② The board surveys members for feedback regarding the CEOs performance for the prior year and suggested goals for next year. ③ Executive or Governance Committee reviews the input and creates a draft evaluation including salary and bonus recommendations. ④ Full board reviews and approves final evaluation and salary considerations. ⑤ Executive or Governance committee holds feedback session with CEO. ⑥ Board finalizes evaluation and any salary or bonus actions. © Signature Resources Inc. 2015 22
  23. 23. Evaluating the CEO 50% demonstration of leadership competencies…  Strategy  Transformation  Enterprise management  Client focus  Board relations  Integrity / Credibility 40% achievement of goals set by the board… 10% Special accomplishments / contributions. What are the “leadership development goals?” © Signature Resources Inc. 2015 23
  24. 24. © Signature Resources 2015 24 Evaluating the CEO
  25. 25. Partnership Clarity: Managing the Dilemma  Thorough CEO review, evaluation and goal setting annually.  Board mid-year feedback to the CEO regarding performance.  Annual facilitated retreat to align vision and strategy.  Clear Board direction on where the CEO should stretch their thinking: “Where do you want me to scare you?”  Clear direction from the Board on where the CEO needs to provide more information, updates, and “think out loud” about the future.  Outside assessment of governance. © Signature Resources Inc. 2015 25
  26. 26. 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!” 26
  27. 27. Flipped Presentations and Board Dialogue  All background reading including “frequently asked questions” and answers prior to the meeting.  An executive summary prior to the meeting scopes any recommendations.  The “agenda item” therefore begins in “discussion” mode rather than background mode—thus saving precious face to face time for dialogue. © Signature Resources Inc. 2015 27 http://www.cues.org/article/view/id/Flip-That-Meeting
  28. 28. 21st Century Meetings: Using Executive Summaries One page  Begin with the Bottom line:  The Recommendation, or  The current status, or  The seriousness of the dilemma  Then work backward to scope a “brief” context:  High Level Data ($, surveys, history, trends)  Strategic Implications  Answer some “FAQs” Further elaboration: see “Executive Briefings to Managers and Boards” in articles on www.signatureresources.com © Signature Resources Inc. 2015 28
  29. 29. Board Makeup  Diversity will be more closely scrutinized.  Generational mixes will be important and a strategic issue for credit union boards.  A pipeline of future board members will be created by boards to assure ample sources of competent individuals meeting the desired profile.  Associate board members will become commonplace—fully integrated in everything except voting. © Signature Resources 2015 29
  30. 30. Governance Youth Movement (As seen by some) © Signature Resources 2015 30
  31. 31. Questions © Signature Resources 2015 31
  32. 32. Les Wallace, Ph.D. President, Signature Resources Inc. Les@signatureresources.com  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 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 book, Principles of 21st Century Governance (2013) is already being used by many boards to design governance development approaches. His newest book Personal Success in a Team Environment helps you become CEO of your own career.  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 host resource on the 9Minute Mentor, a series short video tutorials governance.  Les has served on the Board of Security First Bank and currently serves on the international Boards of the World Future Society and Counterpart International. He is a member of the National Association of Corporate Directors. Les writes an on-line column for CUES Center for Credit Union Board Education.  Preview his video series on governance: www.signatureresources “Dr. Wallace on Camera.”  https://twitter.com/9MinuteMentor © Signature Resources Inc. 2015 32

×