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

Facilitator Mark Friesen Consulting Manager, Vantage

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

Introductions

Board Fundamentals | Organization Name Governance

Future-focused External

separate but related Organizational Functions Operations Day-to-day implementation of an organization’s programs and service. Governance 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.

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

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

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?

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

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

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

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!! Opportunity for Generative Work Time Plans, Tactics, Execution Problem-framing Sense-making Strategy Credit: Bill Ryan, Governance as Leadership co-author

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

Public Library Gala

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? Activity….

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 Governance by Fiat Shared Governance 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 Board Engagement Staff Engagement Low High

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

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

Consent Agenda Information Discussion & decisions

Board Fundamentals | Kerrisdale Community Association 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) 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 the 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 Q3 financials 11:00 Adjournment

Applying the 3 Lenses to Board Work Fiduciary Tasks (budgets, policies, etc.) Strategic Tasks (planning) Generative Tasks (visioning, framing) FiduciaryDoes the budget balance?Do we have the resources to complete the plan? Is our goal within our organization’s mandate? StrategicHow can we increase the budget to support new services? Will our plan help us accomplish our stated goals? How could we accomplish this goal? GenerativeIf 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? Tasks Modes

Consensus Decision Making Your Board at its Best

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, Other resources from Vantage Point

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