1. FIDUCIARYSTRATEGICGENERATIVE Board’s PurposeStewardship of tangible* assets Strategic Partnership with management Source of additional leadership Chief RoleStewardStrategistStimulator Core Work Affirm mission, monitor operations, deploy resources, ensure compliance Scan environment, shape strategy, create comparative advantage Find and frame challenges, reconcile values and choices Process Standing Committees Task Forces, ad hoc groups Inclusive conversations Power SourceLegal authority Technical expertiseIdeas, Insights Source: Adapted from “Governance as Leadership”, Richard P. Chait, William P. Ryan, Barbara E Taylor *Physical, financial and human capital

2. Fiduciary Mode  Board’s Central Purpose  Stewardship of tangible –including human--resources  Board’s Principal role/responsibility  Guardian/oversight  Board’s Core Work  Generate, deploy, and audit financial, physical and human resources  Ensure legal and ethical accountability  Safeguard quality, fidelity to mission  Monitor operations, compliance and risks  Select, support and evaluate the CEO

3. Strategic Mode  Board’s Central Purpose  Strategic partnership with senior management  Board’s Principal role/responsibility  Strategist/foresight  Board’s Core Work  Understand internal and external environments  Ensure sensible, feasible and comprehensible strategy  Test consistency of plan, mission, priorities and resources  Review strategic decisions required to execute  Monitor performance and progress

4. Generative Mode  Board’s Central Purpose  Decide what merits attention and what it means  Board’s Principal role/responsibility  Stimulate/Spark Insights  Board’s Core Work  Make sense of circumstances  Find and frame problems and opportunities  Entertain alternative hypotheses  Reconcile realities, values and choices

5. Pertinent Practices 1.Find. Frame. Focus. a)Decide what to decide b)Develop annual decision agenda and work plan c)Ponder what CEO suggests, suggest what CEO should ponder 2.Board’s Principal role/responsibility a)Ensure board drives committees, not vice versa b)Synchronize board’s work and CCC practices c)Streamline committees, utilize task forces 3.Make meetings meaningful a)State objectives, opportunities to add value b)Emphasize strategic themes c)Create efficiencies: Consent agendas, dashboards, flash reports

6. Pertinent Practices (cont’d) 4.Promote robust discourse a)Provide discussion questions in advance b)Minimize presentations, maximize discourse c)Broaden participation d)Encourage collegiality, elicit dissent e)Entertain catalytic questions 5.Engender accountability a)Establish group norms and social compacts b)Set goals for board, celebrate success c)Evaluate meetings, committees, collective performance d)Epitomize performance accountability