2. Prizmah Day School Conference March 2019
Intentional Practices to Build Greater Capacity in Our Boards and Professionals
Prizmah Day School Conference
March 2019
Ilisa Cappell, Vice President of Leadership Development, Prizmah
Susan Decker, Senior Governance Consultant, Board Source

3. The Source – Principles of Exceptional Boards
Principle #10 -Intentional Practices Exceptional boards intentionally structure themselves to fulfill essential governance duties and to support organizational priorities.

4. Intentional Practices in Each Area
The People
The Impact
The Culture
The
Work

5. Head of School Support and Assessment

6. No matter how smart, effective or impressive your team members, if you don’t have reciprocity and team trust, you cannot work well together.

7. Head of School Support Committee
Nurture
Open Dialogue
Evaluation
Board’s Responsibility
Provide direct and honest feedback from a committee that is committed to a head of school’s success
Works with Head directly
Membership suggestion - Head selects one, chair, selects one, two members select third
Circle of Safety

8. Cultivating a Climate of Trust and Respect Between Head of School and Board

9. Discussing and Constructively Challenging Recommendations Made by the HoS

10. Working Towards a Constructive Partnership

11. Working with a Head of School Support Committee

12. Assessment as a Governance Practice
It is a fundamental responsibility of the board
It should be completed annually
Head and Board should be aware of tool
Confidentiality is a must
Leading with Intent: 2017: 40% of nonprofits do not conduct an annual CEO review. 15% of CEO’s have never received a formal evaluation

13. Formally Assessing the Head of School’s Performance

14. Head of School Assessment Preparation
Compile Background Materials
Job description
Annual goals for school
Head of School’s individual goals
Build Support for the Process
Engage the board in a discussion of the importance of evaluation
Remind board it is a governance responsibility
Determine Who Leads
Might be facilitated by the chair of board, Head of School support committee, or governance committee

15. Head of School Assessment Implementation
Provide Board with Overview
Outline the process
Provide timelines
Determine end date
Distribute tool
Results
Tabulate results
Analyze results
Discuss the results with the board
Head of School
Chair reviews the results with Head
Develop action plans
Support the Head’s future development

16. Timeline
Distribute the assessment tool to board members and Head with a request that they return within two weeks

17. HoS Support Committee discusses key findings of survey and agree on messages to be brought to the Board and Head
HoS Support Committee holds meeting with the Head to discuss results and develop plans for the future

18. Board Meetings

19. Preparing for Board Meetings

20. Using Effective Meeting Practices (clear agendas, good facilitation, managing time)

21. Allowing Adequate Time for Board Members to Ask Questions and Explore Issues

22. Focus on Strategic Issues
High Urgency/Low Importance
High Urgency/High Importance
Low Urgency/Low Importance
Low Urgency/High Importance
Distraction
Crisis
Strategic
Low Value

23. Catalytic/Strategic Questions to Consider
What is the biggest gap between what we claim we are and what our actual performances or actions say about what we are?
What do you hope will be most strikingly different about our school in five years?
On what list, which you could create, would you like our school to rank at the top?
Five years from today, what will our key constituents consider the most important legacy of the current board?

24. Allow Time for Meaningful Discussion
Consent Agenda
Dashboard
Executive Session

25. Annual Board Calendar January February March
 Deliver Head of School Evaluation
 Budget Presentation
April
May
June
July
August
September
 Onboarding New Board Members
October
November
December
 Begin Evaluation Process

26. Meeting Assessment

27. Board Engagement and Assessment

28. Head of School

30. Head of School
Board Member

31. Engagement to What End?
Diversity That Builds a Culture of Inquiry, 2016

32. Board Culture Assessment
The Source
Does
Well
Need to Improve
Listen attentively & respectfully
Encourages innovative suggestions
Clear vision that inspires
Put org interests above personal
Able to resolve internal conflicts
Honest communication
Success is celebrated
Share core values guiding decisions
Collaborative team
Share accountability
Own further learning and growth
Social time
Encourages higher performance

33. Board Engagement Assessment
ABC School
Board of Trustees Dashboard