1. Board Nurturance Susan S. Stratton, CAE Leading Edge Mentoring Dorothy I. Mitstifer, PhD Kappa Omicron Nu

2. What is the Role of the Board? Governance Seeing to it that the organization achieves what it should and avoids unacceptable situations.

3. Healthy Structure Boards relationship with the CEO is formed around accountability of the position, not individual tasks. Boards concern is for total organizational performance for which it holds the CEO accountable. CEO is accountable to the full Board, not individuals on the Board.

4. Key Concerns in the Board-CEO Partnership Empowerment Boundaries Linkage Accountability Mutual Respect Board Staff

5. Empowerment The Board must empower the CEO to do that which s/he was trained to do. Delegate authority to lead and administer. Ensure resources are adequate to do the job. The CEO must empower the Board to do its own work. Link to the community. Focus and deliberate on real issues. Be responsible for its own job design, job products and Board discipline.

6. Respect for Boundaries Integrity of the Boundaries is the Key Whatever the Board delegates to the CEO is removed from the Boards responsibility, but not its accountability.

7. Common sense communication in anticipation of brewing conflicts from both sides... its human nature! The Board monitors CEO performance for accountability Linking Activities CEO keeps the board in the loop. to honor the employer- employee relationship CEO is a resource to the Board in its deliberations and pursuit of policy development Clear communication while observing boundaries is critical

8. Accountability = Integrity of Your Words Observe the boundaries of the garden fence

9. How Do You Get to the Healthy Structure? Healthy Structure Boards relationship with the CEO is formed around accountability of the position, not individual tasks. Boards concern is for total organizational performance for which it holds the CEO accountable. CEO is accountable to the full Board, not individuals on the Board.

10. Creating Alignment: Board Duties The Board sets the tone The Board must work toward its own wholeness The Board must focus and define the end goals (outcomes) in terms of the customers. The Board clarifies the distinctions between the board function and the CEO. The Board clearly delegates all operational issues to the CEO, and holds the CEO accountable for all it has delegated.

11. Communicating Expectations For most effective results, the Board clearly defines the expectations of what is to be achieved and what is unacceptable. The Board defines the priorities. The Board defines the relevant parameters at what cost?

12. Communication is Two-Way Listening first, seeking to understand Speaking to be understood Finding a win/win whenever possible

13. Respect from the CEO Publicly support the board and its members. Facilitate board involvement in community advocacy and leadership. Provide relevant, timely, comprehensive info. No surprises! Offer insight and recommendations, including option analysis and long- range implications. Adhere to board policy. Prepare reports that enable the board to monitor institutional performance.

14. Respect from the Board Keep the CEO informed. follow the rule of no surprises Publicly support the CEO Back CEO decisions. Fully consider recommendations and information offered by CEO. But remember, the CEO perspective is internal, the board perspective should be externally driven.

15. All for One and One for All Board: What does the future need from this Honor Society? CEO: What do our members need today to reach that defined future? Work to stay on the same side of the problem. Focus on the outcomes of the organization and the meaning of the society to the university community and the future of the Society.