Extraordinary Board Leadership

by Eadie, Douglas C.

• ISBN13: 9780834217959
• ISBN10: 0834217953
• Format: Paperback
• Copyright: 2000-09-01
• Publisher: Jones & Bartlett

Summary

This book reveals the power of high-impact governance. The author helps nonprofits reach beyond success to develop dynamic leadership that makes the board a true asset in leading change and achieving unprecedented results.

Table of Contents

Foreword	xi
Preface	xiii
Acknowledgments	xxiii
Getting a Handle on the Work of Governing	1	(42)
Coming Attractions	1	(1)
A Wild and Wonderful Universe of Boards	2	(2)
A Fresh Look at Boards and Governing	4	(1)
Your Board's Basic Bottom Line: Fundamental Decisions	4	(1)
High-Impact Governing in a Nutshell	5	(2)
But in Reality: Two Perspectives on a Shared Experience	7	(3)
Falling Short of the Tremendous Promise	10	(5)
Moving toward a High-Impact Board: The Design Solution	15	(9)
The CEO's Pivotal Role in Applying the High-Impact Governing Model	24	(11)
Take CIAB, for Instance	35	(6)
And Waiting in the Wings	41	(2)
Developing the Board As a Human Resource	43	(34)
People: The Most Precious Asset in Governing	43	(1)
The Good News	44	(1)
But on the Flip Side	45	(2)
Common Pathological Symptoms	47	(2)
The High-Impact Governing Board Approach	49	(6)
Going for the Top: The Hunt for CEOs	55	(1)
Developing the Profile of Attributes and Qualifications	56	(2)
Significant Issues, Variations, and Potential Traps	58	(6)
Identifying the Targets	64	(1)
Fashioning and Executing a Strategy	65	(3)
The Board Member Skills Development Program	68	(5)
A Closing Word on the CEO Role	73	(4)
Building and Maintaining the Board-CEO Partnership	77	(34)
A Precious, Codependent Bond	77	(1)
But an Oh-So-Fragile Bond	78	(2)
The High Cost of a Broken Bond	80	(2)
The Keys to a Sound Board-CEO Partnership	82	(1)
Attitude and Real Commitment	82	(1)
What Your Board Must Bring to the Table	83	(1)
What Your CEO Must Bring to the Table	84	(1)
An Expanded View of CEOship	85	(2)
The CEO As Chief Board Capacity Builder	87	(4)
Creatively Dividing the Labor	91	(2)
Negotiating CEO Performance Targets	93	(3)
Reciprocity Key to the Relationship	96	(2)
A Mutually Agreeable Parting of Ways	98	(1)
Regular CEO Performance Appraisal	98	(2)
CEO Change and Growth	100	(3)
The CEO and Board Chair Partnership	103	(5)
Management Team Involvement	108	(1)
A Closing Word on Informal Communication	109	(1)
In Conclusion	109	(2)
Developing Your Board's Structure and Performance Management Capacity	111	(36)
Structuring and Managing the Governing Enterprise	111	(2)
Size Matters	113	(2)
Dealing with More Than One Board	115	(2)
Board Member Terms and Frequency of Meetings	117	(2)
The Value of Well-Designed Standing Committees	119	(1)
Dysfunctional Silo Committees	120	(3)
A Model Committee Structure	123	(4)
Self-Determination through Design	127	(3)
Making the Right Structure Work Well	130	(1)
Everyone a Worker Bee on One Committee	130	(11)
A Word on Technology	141	(1)
Board Performance Management	142	(3)
In Closing	145	(2)
Involving Your Board in Leading Innovation	147	(44)
At the Pinnacle of Governance	147	(1)
The Stakes Demand Board Attention	148	(1)
A Perfect Match	149	(1)
And the Right Time	150	(1)
Coming Attractions	150	(1)
Bye-Bye Tractor Plans!	151	(3)
Real Security in a Tough World: The Strategic Innovation Portfolio Approach in a Nutshell	154	(4)
Formidable Barriers	158	(2)
Board Involvement in the Portfolio Process	160	(3)
The Retreat as an Involvement Tool	163	(4)
Further Thoughts on Structure: ACUBO 20/20	167	(9)
The Innovation Driver: Values and Vision	176	(4)
A Word on that Mission Thing	180	(1)
Other Key Board Involvement Points	181	(4)
In Closing	185	(6)
Appendix 5--A: Retreat Design Memorandum	187	(4)
Involving Your Board in Operational Planning and Management and in the External Arena	191	(40)
Last but Not Least	191	(2)
Operational Planning in Theory	193	(1)
The Budget Tail Wagging the Planning Dog	194	(2)
Rising Above---and Directing---the Detail	196	(4)
Limits to Board Involvement	200	(1)
The Retreat As an Operational Planning Tool	200	(2)
The Prebudget Operational Planning Work Session	202	(6)
Moving toward Budget Adoption	208	(1)
Passing the Baton to Operational Oversight	209	(1)
Lack of Information Is Not the Real Problem	210	(1)
Designing Committee Role and Process	211	(1)
Keeping Your Collective Feet on the Ground	212	(2)
Starting with the Basics	214	(2)
Going beyond the Basics	216	(1)
The External Relations Imperative	217	(1)
The Case for Hands-On Board Involvement	218	(11)
A Brief Note on Fundraising	229	(1)
In Closing	230	(1)
Suggested Bibliography	231	(2)
Index	233	(10)
About the Author	243