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Board Retreat Read-and-Reflect Worksheets Great boards read at least one book a year to improve their governance competencies! See the attached worksheets for board members to use when reading one book before your next board retreat:
Option 1: OWNING UP: The 14 Questions Every Board Member Needs to Ask, by Ram Charan Option 2: Peter Drucker’s Five Most Important Questions: Enduring Wisdom for Today’s Leaders, by Peter F. Drucker, Frances Hesselbein, and Joan Snyder Kuhl Option 3: Called to Serve: Creating and Nurturing the Effective Volunteer Board, by Max De Pree PLUS! Read a chapter from the forthcoming book, Lessons from the Boardroom, by Dan Busby and John Pearson, “Lesson 61: Great Boards Delegate Their Reading” (see pages 23-24). “If you were marooned on a desert island and could have only a single book with you, what would you choose? Somebody once asked this question of G. K. Chesterton. Given his reputation as one of the most erudite and creative Christian writers in the first half of the twentieth Christian century, one would naturally expect his response to be the Bible. It was not. Chesterton chose Thomas' Guide to Practical Shipbuilding.” The Life You’ve Always Wanted: Spiritual Disciplines for Ordinary People John Ortberg Option 1: A Board Retreat Tool: Ram Charan’s book, Owning Up [sample retreat tool] 2016 Board Retreat XYZ Ministry Read & Reflect Worksheet MEMO DATE: March 6, 2016 TO: Board of Directors FROM: Jane Doe RE: Preparation for Board Retreat We are prayerfully looking forward to meeting with all of you at the 2016 Board Retreat We want our time together to reflect the heart and spirit of Henry Blackaby’s memorable comment, “Find out what God is doing…and then join Him.” This worksheet is designed to get everyone thinking in advance. We urge you to invest time in prayer and preparation BEFORE the board retreat. Please note this wisdom from Peter Drucker: “The best way to predict the future is to create it.” Peter Drucker Reading Assignment You have received the book, OWNING UP: The 14 Questions Every Board Member Needs to Ask, by Ram Charan. We’ll dig deep into this resource. And we’ll heed this reminder, also from Peter Drucker: “Plans are only good intentions
Please bring the worksheet with you to the Board Retreat 
“The business landscape has changed. The game has changed. What boards do needs to change as well.”Ram Charan From the book’s website: www.ram-charan.com Your world as a director has suddenly changed. You've seen members of other boards take the heat when their companies imploded. The managements of Lehman Brothers, Bear Stearns, Merrill Lynch, and Washington Mutual clearly failed, but so did their boards. Now the board of every company beset with problems is coming under scrutiny. The pressure is on. Your board must own up to its accountability for the performance of the corporation. Governance now means leadership. Boards must change their modus operandi to address the new and complex issues that are emerging. These include:
So what should boards do now? What should they be talking about in their meetings and executive sessions? What decisions must they make? How assertive must they be regarding company priorities and operating goals? In Owning Up, business advisor and corporate governance expert Ram Charan answers these and other burning questions on the minds of directors and business leaders. He describes best practices that are emerging in boardrooms he has observed firsthand. And he provides practical recommendations on a range of issues, from compensation to dealing with external constituencies. Wisely attuned to the human side, he confronts the need for some boards to refresh their composition and for others to rebalance their board dynamics. Directors, CEOs, general counsels, and operating executives will find here the guidance they need to meet the new and rising standards for corporate governance in this demanding business environment.
What changes, if any, should be made—and by when?
REMINDER! Please bring this worksheet and the book with you to the retreat. Option 2: Board Retreat Read-and-Reflect Worksheet Great boards read at least one book a year to improve their governance competencies!
A Board Retreat Tool: Peter Drucker’s Five Most Important Questions: Enduring Wisdom for Today’s Leaders [sample retreat tool—customize for your board’s unique needs] 2016 Board Retreat XYZ Ministry Read-and-Reflect Worksheet MEMO DATE: June 14, 2016 TO: Board of Directors FROM: Jane Doe, Board Chair RE: Preparation for Board Retreat We are prayerfully looking forward to meeting with all of you at the 2016 Board Retreat. We want our time together to reflect the heart and spirit of Henry Blackaby’s memorable comment, “Find out what God is doing…and then join Him.” This worksheet is designed to get everyone thinking in advance. We urge you to invest time in prayer and preparation BEFORE the board retreat. Please note this wisdom from Peter Drucker: “The best way to predict the future is to create it.” Peter Drucker Reading Assignment You have received the book, Peter Drucker’s Five Most Important Questions: Enduring Wisdom for Today’s Leaders, by Peter F. Drucker, Frances Hesselbein, and Joan Snyder Kuhl. We’ll dig deep into this resource. And we’ll heed this reminder, also from Peter Drucker: “Plans are only good intentions
“Leaders must challenge the process because systems will unconsciously conspire to maintain the status quo and prevent change.” The Leadership Challenge, by James M. Kouzes and Barry Z. Posner Read-and-Reflect Worksheet XYZ Ministry 2016 Board Retreat Please bring the book and the worksheet with you to the Board Retreat.
Is it time to re-visit our mission statement? Measure our mission statement against this “Top-10 List.”
Note: These 10 questions are from The Five Most Important Questions Self-Assessment Tool: Participant Workbook, by Peter F. Drucker and Frances Hesselbein Leadership Institute (available on Amazon).
Thanks for praying and preparing for our important time together! “Is there anyone here who, planning to build a new house, doesn’t first sit down and figure the cost so you’ll know if you can complete it? If you only get the foundation laid and then run out of money, you’re going to look pretty foolish. Everyone passing by will poke fun at you: ‘He started something he couldn’t finish.’” Luke 14:28-30 The Message
Please bring the book and the worksheet with you to the Board Retreat. Option 3: Board Retreat Read-and-Reflect Worksheet Great boards read at least one book a year to improve their governance competencies!
Do it yourself version! Step 1: Inspire a board member to create a customized “Read-and-Reflect Worksheet” that aligns with the current and specific needs of your board. Step 2: Review the worksheet formats in Option 1 and Option 2—and create your own for Called to Serve. Step 3: Review John Pearson’s book review and/or blog posts on Called to Serve and select various questions and emphases that address your board’s unique situation. Blog Posts: Called to Serve As Feb. 1, 2017, the following blog posts have been written (with five to 10 more to come in early 2017):
John Pearson’s book review (see next page):
http://urgentink.typepad.com/my_weblog/2016/12/called-to-serve-creating-and-nurturing-the-effective-volunteer-board.html
http://urgentink.typepad.com/my_weblog/2016/12/called-to-serve-creating-and-nurturing-the-effective-volunteer-board.html BOOK REVIEW Issue No. 352 of Your Weekly Staff Meeting features two thin books on board governance—the perfect size to inspire your board and educate your staff. And for the record—this is NOT fake news! Plus, this reminder: check out my 20 management buckets (core competencies) at http://managementbuckets.com/20managementbuckets. A Contrarian's Wisdom: Called to Serve I tilt towards books that lean towards the contrarian quadrant. Example: former USC President Steven Sample's book, The Contrarian’s Guide to Leadership. Before buying a book, he prefers a five-minute conversation with someone who has already read it. So when I had a five-minute conversation with consultant and author Dave Coleman about Max De Pree’s 91-page contrarian gem, it fed my board governance book-addicted soul. I love this book and the title: Called to Serve: Creating and Nurturing the Effective Volunteer Board. Contrarian Max De Pree writes: • “There is a reason why this is a small book. We want it to be useful, but not a burden.” • “We believe good people need reminders and an occasional nudge, not a sermon.” • “A good board will measure the appropriate inputs as well as the outputs. Failure to measure what matters damages our future.” • “My friend Jim Beré…once told me that he would serve only on boards that had hard-working executive committees.” Commenting on board committees, De Pree notes the story of the English visitor who watched his first American football game and observed, “The game combines the two worst elements of American culture— violence and committee meetings.” Rather than penning a 300-page snoozer, De Pree crafts a coaching conversation (a series of letters) with a young leader and his first CEO/board relationship. It’s easy reading and the short epistles are extraordinary. Board service, writes De Pree, should be “demanding in the best sense of the word.” He lists three other characteristics of great boards: • Lively
• Effective CEOs will appreciate every page: “…the chief responsibility of boards is to be effective on behalf of the organization.” He adds, “Effective boards, in a nutshell: • remember the long view, • remember that the president and staff are human, • and do the work of the board…” • Plus this:
Max De Pree served as board chair of Fuller Seminary—and get this—the seminary honored him with the establishment of the Max De Pree Center for Leadership in 1996. His day job was with Herman Miller, the office furniture company, where he served as president from 1980 to 1987 (and as a board member until 1995). His book, Leadership Is an Art, has sold more than 800,000 copies. (See also Leading Without Power: Finding Hope in Serving Community.) Effective boards do very good planning, says De Pree. He lists three planning questions and then suggests who must be involved in the planning. “…some people need to be involved, to be blunt, because they are going to pay the bill.” He balances the CFO’s involvement in planning with this: “Planning by the board ought always to include the chief financial officer, a bringer of necessary reality to the process. Of course, the chief financial officer should never have a role that stymies the vision. Some realities have priority over numbers.” Oh, my—I could fill a year’s worth of eNewsletters with his contrarian coaching! • “Loyalty by itself is never sufficient. You always have to link loyalty and competence.” • “When an organization demands true leadership and the results justify the time and energy, good boards respond with gusto.” • “Another crime, it seems to me, is to give really good people poor leadership.”
‘Don’t just do something, stand there.’ Sometimes it’s easier to be busy than to take the time to be reflective.” Your Weekly Staff Meeting Questions: 1) Max De Pree writes, “…a board can be only as good as management will help it become.” So how effective is your organization’s CEO and senior team in helping the board be effective—without inappropriately doing the board’s work? 2) De Pree recommends that “Key proposals and issues like building programs or fund drives should always come to the board through its committees at least twice.” Think back for three years—has this been your practice?
Excerpt from the forth-coming book: Lessons from the Boardroom, by Dan Busby and John Pearson Section 2: Boardroom Tools, Templates and Typos ECFAPress (July 2017) – © Copyright, 2017. ECFA. All rights reserved. Used by permission.
“If you were marooned on a desert island and could have only a single book with you, what would you choose? Somebody once asked this question of G. K. Chesterton. Given his reputation as one of the most erudite and creative Christian writers in the first half of the twentieth Christian century, one would naturally expect his response to be the Bible. It was not. Chesterton chose Thomas' Guide to Practical Shipbuilding.” The Life You’ve Always Wanted: Spiritual Disciplines for Ordinary People John Ortberg I was shocked—but pleasantly shocked. At a coffee break in a two-day board enrichment workshop, a life-long learning CEO asked me to recommend “the best governance book” his board should read. So we strolled over to the resource table and I began my lecture. Me: “Actually, there is no ‘one’ perfect book for every board. It depends on many factors: previous board experience (the good kind!), your board’s operating philosophy (the continuum from Policy Governance® to hands-on boards), your board’s competencies in 10 or more traditional roles and responsibilities…” He interrupted. (Apparently, I was preaching, not helping.) CEO: “Yeah, yeah. I get all that. But what would you recommend?” Me: “OK. But are you looking for a faith-based governance book—or wanting to address any specific issue or opportunity? For example, here’s a really good one: Owning Up: The 14 Questions Every Board Member Needs to Ask, by Ram Charan. I especially appreciate how boards must wrestle with the question, ‘Does the board own the strategy?’” CEO: “We’ve already read that. Great book!” Me: “Way to go! Then how about this one: The Imperfect Board Member: Discovering the Seven Disciplines of Governance Excellence, by Jim Brown. It’s not faith-based, but the author is—and get this—the board expert in this Patrick Lencioni-type business fable is a pastor!” CEO: “We read it!” Me: “What is this—a quiz show? Wow! Your board is well-read. How about this one: Best Practices for Effective Boards, by Fairbanks, Gunter, and Cauchenour?” Finally—I pitched a book that his board had not read. I also mentioned several more (see the appendix), including the Harvard Business Review article, “What Makes Great Boards Great,” by Jeffrey Sonnenfeld. The author notes, “It’s not rules and regulations. It’s the way people work together” that creates a great board. We’ve observed that there are several best practices that learning boards embrace: Learning boards feature brief book reviews at every board meeting. Great boards delegate their reading. Every board member doesn’t need to read every governance book. However, with advance planning and motivation, the board chair can inspire individual board members to read and report on a helpful governance book. Some boards set the iPhone timer on the book reviewer for four or five minutes. If the reviewer concludes the report before the bell rings, he or she earns a Starbucks card! Learning boards inspire everyone to read the same book prior to the annual board retreat. Select one stimulating book for everyone to read and include a “Read-and-Reflect Worksheet.” Provide three options (Good—read five chapters; Better—read eight chapters; Best—read every chapter). Invite selected board members to share four-minute reviews of their assigned chapters. You’ll be amazed at the preparation! (No one wants to be remembered as the unprepared presenter.) Learning boards deputize a “Leaders Are Readers” champion. Appoint one board member to keep the “leaders are readers” core value on the front burner. Provide a small budget so he or she can keep abreast of the latest trends, resources, training, books, blogs, videos, toolboxes, and websites that will help your board be life-long learners. So…what is “the best governance book” your board should read next? It depends, of course, on your unique situation. As you spiritually discern God’s direction for your ministry, your journey can be enhanced by the books you read (or listen to). Inspire your board to read!
BOARD ACTION STEPS:
PRAYER: “Lord, many of us have experienced profound personal insights by reading the right book at the right time. Some of us have even made life-altering decisions after reading significant books. So guide us in our selection of the books that our board should read and review. Amen.” MURDOCK TRUST Board Leadership & Development: Tools & Templates Page of Yüklə 0,6 Mb. Dostları ilə paylaş:
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