Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Foreword | p. ix |
Preface | p. xi |
Acknowledgments | p. xiii |
The High-Impact Governing Model | p. 1 |
Governing a High-Stakes "Business" | p. 1 |
A Wild and Wonderful Universe of Boards | p. 2 |
Governing Work in a Nutshell | p. 4 |
The Nuts and Bolts of Governing | p. 5 |
High-Impact Governing Boards | p. 6 |
Falling Short of the Promise | p. 6 |
A Traditionally Neglected Subject | p. 10 |
Inheritance and the Passive-Reactive Model | p. 10 |
The Damage Control Bias | p. 12 |
Nongoverning Volunteering | p. 12 |
The Keys to High-Impact Governing | p. 14 |
Transforming Your Board into a Higher-Impact Governing Body | p. 14 |
Fundamental Governing Architecture | p. 15 |
Board Governing Mission | p. 16 |
Board Development Vehicles | p. 17 |
Continuous Governing Improvement via Standing Committees | p. 18 |
The Board-Savvy CEO | p. 21 |
Leader of the Strategic Governing Team | p. 21 |
You Need a Board-Savvy Team Captain | p. 22 |
The Board Must Choose Well | p. 22 |
Bringing the Right Attitude | p. 23 |
Making Governing a Top CEO Priority | p. 24 |
Chief Board Developer | p. 26 |
Building Board Commitment to Development | p. 27 |
Creating Board Development Champions | p. 29 |
The Psychological and Emotional Dimension | p. 31 |
Adding Spice to the Governing Stew | p. 33 |
Becoming Top-Notch Facilitators | p. 33 |
Board Standing Committees and Other Structural Questions | p. 35 |
Structure at a Glance | p. 35 |
The Value of Well-Designed Standing Committees | p. 36 |
Beware of Dysfunctional Silo Committees | p. 37 |
A Model Committee Structure | p. 40 |
More on the Governance (Board Operations) Committee | p. 44 |
Committees as Continuous Governing Improvement Vehicles | p. 45 |
Making Committees Function as Powerful Governing Engines | p. 48 |
Dealing with More Than One Board | p. 57 |
Employing Nongoverning Volunteer Bodies | p. 59 |
The Matter of Board Size | p. 59 |
Board Member Terms and Frequency of Meetings | p. 61 |
A Word on Technology | p. 63 |
Board Self-Management | p. 65 |
Joint Accountability | p. 65 |
People: The Most Precious Asset in Governing | p. 66 |
The Good News | p. 67 |
But on the Flip Side | p. 68 |
Some Common Pathological Symptoms | p. 70 |
The High-Impact Governing Solution | p. 71 |
Going for the Top: The Hunt for CEOs | p. 77 |
Developing the Profile of Attributes and Qualifications | p. 78 |
Significant Issues, Variations, and Potential Traps | p. 79 |
Identifying the Targets | p. 85 |
Fashioning and Executing a Strategy | p. 86 |
The Board Member Skills Development Program | p. 86 |
A Closing Word on the CEO Role | p. 92 |
Board Performance Management | p. 93 |
Developing the Performance Targets | p. 94 |
Assessing Performance and Taking Action | p. 96 |
Involving Your Board in Leading Change | p. 97 |
At the Pinnacle of High-Impact Governing | p. 97 |
The Stakes Demand Board Attention | p. 98 |
A Perfect Match | p. 99 |
And the Right Time | p. 99 |
Coming Attractions | p. 100 |
Bye-Bye Tractor Plans! | p. 101 |
Real Security in a Tough World: The Strategic Change Portfolio Approach in a Nutshell | p. 103 |
Formidable Barriers | p. 107 |
Board Involvement in the Portfolio Process | p. 108 |
The Retreat as an Involvement Tool | p. 111 |
The Strategic Framework: Values and Vision | p. 114 |
Your Core Values Statement | p. 114 |
That Vision Thing | p. 116 |
A Word on that Mission Thing | p. 117 |
Other Key Board Involvement Points | p. 118 |
Involving Your Board in Operational Planning and External Relations | p. 123 |
Overview | p. 123 |
Operational Planning in Theory | p. 125 |
The Budget Tail Wagging the Planning Dog | p. 125 |
Rising Above-and Directing-the Detail | p. 128 |
Limits to Board Involvement | p. 131 |
The Retreat as an Operational Planning Tool | p. 131 |
The Prebudget Operational Planning Work Session | p. 132 |
Performance Objectives and Targets | p. 134 |
Moving Toward Budget Adoption | p. 138 |
Passing the Baton to Performance Oversight and Monitoring | p. 139 |
Lack of Information is Not the Real Problem | p. 140 |
Designing Committee Role and Process | p. 141 |
Keeping Your Collective Feet on the Ground | p. 142 |
Starting with the Basics | p. 143 |
Going Beyond the Basics | p. 145 |
The External Relations Imperative | p. 146 |
The Case for Hands-On Board Involvement | p. 147 |
A Brief Note on Fund Raising | p. 156 |
Managing the Board-CEO Partnership | p. 159 |
A Precious, Codependent Bond | p. 159 |
But an Oh-So-Fragile Bond | p. 160 |
The High Cost of a Broken Bond | p. 162 |
The Keys to Maintaining a Healthy Board-CEO Partnership | p. 163 |
Additional Resources | p. 179 |
Index | p. 181 |
Table of Contents provided by Ingram. All Rights Reserved. |
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The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.