Strategic and Generative Conversations Becoming a Leadership Board

Strategic and Generative Conversations: Becoming a Leadership Board November 27 | 2015

Facilitator Mark Friesen Consulting Manager, Vantage Point mfriesen@thevantagepoint. ca @markalanfriesen

Agenda Governance As Leadership From Oversight to Inquiry Generative by Design Board Dynamics

Introductions

Governance Board Fundamentals | Organization Name

Future-focused Governance External

Organizational Functions separate but related Operations Day-to-day implementation of an Governance organization’s programs and service. Board of directors works together to set direction, create high-level goals, and provide oversight. Management Ensures the direction set by the board is carried out.

The 4 Roles of Oversight taking care of the organization Financial People Tracking trends against budget and external environment. Following standards and monitoring performance. Operational Legal Reviewing priority Upholding statutory directives and duties of program results. loyalty and care.

Modes of Governing Where leadership happens Generative Strategic Fiduciary Adapted with permission from Governance as Leadership by Chait, Ryan and Taylor

Mode #1 - Fiduciary Operational oversight Legal compliance & fiscal accountability

Mode #1 - Fiduciary Can we afford it? What’s the opportunity cost? Is the budget balanced? Is it legal? Is it ethical? Are the programs producing the intended outcomes?

Mode #2 - Strategic Forecasting future opportunities and influences Evaluating outcomes and impacts Creating a roadmap of how to achieve goals

Mode #2 – Strategic Is our business model viable? What are our core competencies? What trends and factors should we consider?

Mode #3 - Generative Embracing wisdom and discovering insight Probing the values and assumptions within strategies Asking why? Deciding what to decide

Mode #3 – Generative How does this reflect our organizational values and beliefs? How can we reframe this issue? How does this affect our vision for the future? Who do we serve? Are we relevant?

As boards embrace their generative and strategic role, focus shifts away from fiduciary oversight to embrace the power of inquiry. Moving from knowing to asking means engaging the board in new, challenging ways.

The Generative Curve – it’s all about framing!! Problem-framing Sense-making Opportunity for Generative Work Strategy Plans, Tactics, Execution Time Credit: Bill Ryan, Governance as Leadership co-author

Typical Board Involvement Generative Curve Opportunity for Generative Work Typical Board Involvement Curve Time Credit: Bill Ryan, Governance as Leadership co-author

Public Library Gala

Activity…. What mode does your board normally think in? What mode do you usually think in? What can we to incorporate all three modes of governance into our work?

Agenda Governance As Leadership From Oversight to Inquiry Generative by Design Board Dynamics

Enhancing the Generative How can the board aim higher on the generative curve?

Enhancing the Generative 1. Look for generative landmarks: Ambiguity. Multiple interpretations of what’s going on or what requires attention. Salience. Issue means a great deal to a great many. Stakes. Issue touches on core values or organizational identity. Strife. Prospects for confusion or conflict are great 2. Ask catalytic questions: • What keeps us awake at night? • What nagging or intriguing thought have we had but not expressed? • What would we do differently as a library?

Generative Thinking – Four Scenarios Staff Engagement Board Engagement High Low Governance by Fiat Shared Governance by Default Executive Governance From: Governance as Leadership: Reframing the Work of Nonprofit Boards Richard P. Chait, William P. Ryan, Barbara E. Taylor John Wiley & Sons 2005

Tools for a Generative Agenda ü Annual Board calendar ü Consent agenda ü Generative questions

Board Calendar Month January Agenda Items Task Force/Other Activity Decision: Executive Director Development: • Approve People Policy changes § Performance Review Data Analyst provides Discussion: report to ED Dev Task Force • Board Slate Board Development: Information: • Finalize board slate and board evaluation • Year End KPI Report process • Coming year People Plan Executive Director Development: February Decision: § Year End Financials & Auditors • Presents Performance Review Summary to Report ED; ED and Chair draft annual goals § Board Slate § ED Performance Review & salary Discussion: § Board Evaluation • Annual General Meeting Board Development: March • Typically no regular board meeting • Determine board member orientation and Board Fundamentals | Kerrisdale Community Association board education calendar

Consent Agenda Information Discussion & decisions

Before a Consent Agenda Uplift Youth Development Agency Board Meeting 9: 30 am | January 2, 2015 AGENDA I. Call to Order (Chair) II. Approval of Minutes (Executive Director) III. Executive Director’s Report • Launch of new tutoring program • Update on city contracting • Staff changes • Evaluation of North Side Youth Initiative • Gala Planning IV. Finance Committee Report (Finance Committee Chair) V. Presentation: Youth Outreach Director (Staff Member) Board Fundamentals | Kerrisdale Community Association VI. South Side Programs and Facility (Executive Director)

Engaging the 3 Modes of Governance Uplift Youth Development Agency Board Meeting January 2, 2015 AGENDA 9: 30 – 9: 40 Consent Agenda (Chair) • Minutes of the December 1, 2013 Meeting • President’s Report • Planning and Development Task Force Update 9: 40 – 10: 25 Framing the Work of the South Side Task Force (Chair/Task Force Chair) • What are three critical questions the Task Force should explore? • What will the Board need to know or learn in order to decide on the future of the South Side property and programs? • Hypothetical: If we did not have the property but instead were considering buy it at its present value to start a program, what factors would we consider in making the decision? 10: 25 – 11: 00 Finance Committee Report (Finance Committee Chair) • Review Q 3 financials 11: 00 Adjournment

Applying the 3 Lenses to Board Work Modes Tasks Fiduciary Tasks Strategic Tasks (budgets, policies, etc. ) (planning) Generative Tasks (visioning, framing) Fiduciary Does the budget balance? Do we have the resources to complete the plan? Is our goal within our organization’s mandate? Strategic How can we increase the budget to support new services? Will our plan help us How could we accomplish our stated accomplish this goal? goals? Generative If someone looked at our budget, what would they assume was our mission? Does our plan match our goals – do the means match the ends? What is the ultimate purpose of this organization?

Your Board. Decision at its Best Consensus Making

Agenda Governance As Leadership From Oversight to Inquiry Generative by Design Board Dynamics

Generative Board Dynamics “A river without constraints drifts calmly into oblivion. ”

How to Start? 1. Adopt a consent agenda 2. In board meeting, share 3 modes of governance and discuss which mode individuals feel most comfortable in 3. Add a generative question/issue to a meeting every quarter, and provide enough time for the discussion 4. Discuss as a board how it feels, are better decisions being made, do board members feel more engaged 5. If you at first don’t succeed, try again!

Additional Resources Governance as Leadership: Reframing the Work of Nonprofit Boards By: Richard P. Chait, William P. Ryan, Barbara E. Taylor; John Wiley & Sons, 2005. Other resources from Vantage Point www. thevantagepoint. ca

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