Extraordinary Board Leadership

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2008-06-02
  • Publisher: Jones & Bartlett Learning

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Many nonprofits never take full advantage of their board members. Extraordinary Board Leadership: The Keys to High Impact Governing deals with an incredibly important topic "high-impact governing" which is at the heart not only of a nonprofitrs"s effectiveness, but also the key to a positive, productive, and enduring board-CEO partnership. This text offers practical, hands-on guidance, which is based on extensive real-life experience and can be put to immediate use. it goes beyond the old-fashioned "policy governance" approach in dealing with the board-CEO-executive staff partnership. The second edition of this successful book presents a more precise definition of "high-impact governing". it recognizes that the collaborative enterprise of governing requires a close partnership between a high-impact governing board and a truly "board-savvy" CEO, and it also discusses standing committees -- one of the preeminent drivers of high-impact governing -- in greater detail. The second edition also includes more case studies and new information aimed at public governing bodies, As well as more tables and charts to accompany a fresh new text design.

Table of Contents

Forewordp. ix
Prefacep. xi
Acknowledgmentsp. xiii
The High-Impact Governing Modelp. 1
Governing a High-Stakes "Business"p. 1
A Wild and Wonderful Universe of Boardsp. 2
Governing Work in a Nutshellp. 4
The Nuts and Bolts of Governingp. 5
High-Impact Governing Boardsp. 6
Falling Short of the Promisep. 6
A Traditionally Neglected Subjectp. 10
Inheritance and the Passive-Reactive Modelp. 10
The Damage Control Biasp. 12
Nongoverning Volunteeringp. 12
The Keys to High-Impact Governingp. 14
Transforming Your Board into a Higher-Impact Governing Bodyp. 14
Fundamental Governing Architecturep. 15
Board Governing Missionp. 16
Board Development Vehiclesp. 17
Continuous Governing Improvement via Standing Committeesp. 18
The Board-Savvy CEOp. 21
Leader of the Strategic Governing Teamp. 21
You Need a Board-Savvy Team Captainp. 22
The Board Must Choose Wellp. 22
Bringing the Right Attitudep. 23
Making Governing a Top CEO Priorityp. 24
Chief Board Developerp. 26
Building Board Commitment to Developmentp. 27
Creating Board Development Championsp. 29
The Psychological and Emotional Dimensionp. 31
Adding Spice to the Governing Stewp. 33
Becoming Top-Notch Facilitatorsp. 33
Board Standing Committees and Other Structural Questionsp. 35
Structure at a Glancep. 35
The Value of Well-Designed Standing Committeesp. 36
Beware of Dysfunctional Silo Committeesp. 37
A Model Committee Structurep. 40
More on the Governance (Board Operations) Committeep. 44
Committees as Continuous Governing Improvement Vehiclesp. 45
Making Committees Function as Powerful Governing Enginesp. 48
Dealing with More Than One Boardp. 57
Employing Nongoverning Volunteer Bodiesp. 59
The Matter of Board Sizep. 59
Board Member Terms and Frequency of Meetingsp. 61
A Word on Technologyp. 63
Board Self-Managementp. 65
Joint Accountabilityp. 65
People: The Most Precious Asset in Governingp. 66
The Good Newsp. 67
But on the Flip Sidep. 68
Some Common Pathological Symptomsp. 70
The High-Impact Governing Solutionp. 71
Going for the Top: The Hunt for CEOsp. 77
Developing the Profile of Attributes and Qualificationsp. 78
Significant Issues, Variations, and Potential Trapsp. 79
Identifying the Targetsp. 85
Fashioning and Executing a Strategyp. 86
The Board Member Skills Development Programp. 86
A Closing Word on the CEO Rolep. 92
Board Performance Managementp. 93
Developing the Performance Targetsp. 94
Assessing Performance and Taking Actionp. 96
Involving Your Board in Leading Changep. 97
At the Pinnacle of High-Impact Governingp. 97
The Stakes Demand Board Attentionp. 98
A Perfect Matchp. 99
And the Right Timep. 99
Coming Attractionsp. 100
Bye-Bye Tractor Plans!p. 101
Real Security in a Tough World: The Strategic Change Portfolio Approach in a Nutshellp. 103
Formidable Barriersp. 107
Board Involvement in the Portfolio Processp. 108
The Retreat as an Involvement Toolp. 111
The Strategic Framework: Values and Visionp. 114
Your Core Values Statementp. 114
That Vision Thingp. 116
A Word on that Mission Thingp. 117
Other Key Board Involvement Pointsp. 118
Involving Your Board in Operational Planning and External Relationsp. 123
Overviewp. 123
Operational Planning in Theoryp. 125
The Budget Tail Wagging the Planning Dogp. 125
Rising Above-and Directing-the Detailp. 128
Limits to Board Involvementp. 131
The Retreat as an Operational Planning Toolp. 131
The Prebudget Operational Planning Work Sessionp. 132
Performance Objectives and Targetsp. 134
Moving Toward Budget Adoptionp. 138
Passing the Baton to Performance Oversight and Monitoringp. 139
Lack of Information is Not the Real Problemp. 140
Designing Committee Role and Processp. 141
Keeping Your Collective Feet on the Groundp. 142
Starting with the Basicsp. 143
Going Beyond the Basicsp. 145
The External Relations Imperativep. 146
The Case for Hands-On Board Involvementp. 147
A Brief Note on Fund Raisingp. 156
Managing the Board-CEO Partnershipp. 159
A Precious, Codependent Bondp. 159
But an Oh-So-Fragile Bondp. 160
The High Cost of a Broken Bondp. 162
The Keys to Maintaining a Healthy Board-CEO Partnershipp. 163
Additional Resourcesp. 179
Indexp. 181
Table of Contents provided by Ingram. All Rights Reserved.

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