Implementing Direct and Protect Governance

We all know that deciding to do something and actually doing it are two very different things. I have been asked, “How do we implement direct and protect governance once we decide to do it and have initial governing policies in place?” Here are three strategies for making your intent a reality.

First, provide training for the full board and the senior management team. Engage full participation so all members of the leadership team understand how the organization will be governed and the benefits of the approach. Training can include diverse elements such as governance books, audios, teleseminars, interactive face-to-face sessions, and coaching. See STRIVE!’s website for some helpful resources.
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Effective Board Evaluations

There are many ways that the board can monitor its effectiveness, identifying the practices it should continue and determining priorities for improvement. The right approach for your board is one in which all board members participate and which provides meaningful information for enhancing governance excellence. Some options are summarized below.
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Honoring Board Culture

During recent conversations I have had with influencers on two private college boards, they highlighted the importance of board culture in selecting new board members. Both college boards appreciate future-oriented thinkers who focus on what is best for the college as a whole, yet they have some distinctly different board member selection criteria.
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How does a policy board govern?

When I was recently asked, “how does a policy board govern”, I realized that without a basic understanding of the difference between policy boards and non-policy boards many readers may not be aware of the policy board context of my blog posts.
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Board Mentors

I have been told that one of the common practices of outstanding professionals and leaders is that they have mentors. The mentor may change as the individual develops one set of skills and moves on to another growth area or as the challenges in her life change. Many senior executives have coaches who help them work though bottlenecks and hold them accountable to focusing on their priorities; yet it seems that most board members are navigating their governance safari without a guide.
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