Cover image for Extraordinary board leadership : the seven keys to high-impact governance
Title:
Extraordinary board leadership : the seven keys to high-impact governance
Author:
Eadie, Douglas C.
Personal Author:
Publication Information:
Gaithersburg, Md. : Aspen Publishers, 2001.
Physical Description:
xxv, 241 pages ; 25 cm.
Language:
English
ISBN:
9780834217959
Format :
Book

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Library
Call Number
Material Type
Home Location
Status
Central Library HD2745 .E17 2001 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

Despite the best intentions, many nonprofits never take full advantage of board members' wisdom, talents, influence, and contacts. Nonprofit leadership expert Doug Eadie has a method for changing that! In his new book, Extraordinary Board Leadership, Eadie reveals the power of high-impact governance. With Eadie's guidance, chief executives, board members, and the entire leadership team can join in forging a partnership that transforms ordinary boards into extraordinary leaders. Drawing on experience with more than 400 nonprofits, Eadie helps nonprofits reach beyond success with nuts and bolts issues--like writing bylaws or running good meetings--to develop dynamic leadership that makes the board a true asset in leading change and achieving unprecedented results.


Table of Contents

Forewordp. xi
Prefacep. xiii
Acknowledgmentsp. xxiii
Chapter 1 Getting a Handle on the Work of Governingp. 1
Coming Attractionsp. 1
A Wild and Wonderful Universe of Boardsp. 2
A Fresh Look at Boards and Governingp. 4
Your Board's Basic Bottom Line: Fundamental Decisionsp. 4
High-Impact Governing in a Nutshellp. 5
But in Reality: Two Perspectives on a Shared Experiencep. 7
Falling Short of the Tremendous Promisep. 10
Moving toward a High-Impact Board: The Design Solutionp. 15
The CEO's Pivotal Role in Applying the High-Impact Governing Modelp. 24
Take CIAB, for Instancep. 35
And Waiting in the Wingsp. 41
Chapter 2 Developing the Board As a Human Resourcep. 43
People: The Most Precious Asset in Governingp. 43
The Good Newsp. 44
But on the Flip Sidep. 45
Common Pathological Symptomsp. 47
The High-Impact Governing Board Approachp. 49
Going for the Top: The Hunt for CEOsp. 55
Developing the Profile of Attirbutes and Qualificationsp. 56
Significant Issues, Variations, and Potential Trapsp. 58
Identifying the Targetsp. 64
Fashioning and Executing a Strategyp. 65
The Board Member Skills Development Programp. 68
A Closing Word on the CEO Rolep. 73
Chapter 3 Building and Maintaining the Board-CEO Partnershipp. 77
A Precious, Codependent Bondp. 77
But an Oh-So-Fragile Bondp. 78
The High Cost of a Broken Bondp. 80
The Keys to a Sound Board-CEO Partnershipp. 82
Attitude and Real Commitmentp. 82
What Your Board Must Bring to the Tablep. 83
What Your CEO Must Bring to the Tablep. 84
An Expanded View of CEOshipp. 85
The CEO As Chief Board Capacity Builderp. 87
Creatively Dividing the Laborp. 91
Negotiating CEO Performance Targetsp. 93
Reciprocity Key to the Relationshipp. 96
A Mutually Agreeable Parting of Waysp. 98
Regular CEO Performance Appraisalp. 98
CEO Change and Growthp. 100
The CEO and Board Chair Partnershipp. 103
Management Team Involvementp. 108
A Closing Word on Informal Communicationp. 109
In Conclusionp. 109
Chapter 4 Developing Your Board's Structure and Performance Management Capacityp. 111
Structuring and Managing the Governing Enterprisep. 111
Size Mattersp. 113
Dealing with More Than One Boardp. 115
Board Member Terms and Frequency of Meetingsp. 117
The Value of Well-Designed Standing Committeesp. 119
Dysfunctional Silo Committeesp. 120
A Model Committee Structurep. 123
Self-Determination through Designp. 127
Making the Right Structure Work Wellp. 130
Everyone a Worker Bee on One Committeep. 130
A Word on Technologyp. 141
Board Performance Managementp. 142
In Closingp. 145
Chapter 5 Involving Your Board in Leading Innovationp. 147
At the Pinnacle of Governancep. 147
The Stakes Demand Board Attentionp. 148
A Perfect Matchp. 149
And the Right Timep. 150
Coming Attractionsp. 150
Bye-Bye Tractor Plans!p. 151
Real Security in a Tough World: The Strategic Innovation Portfolio Approach in a Nutshellp. 154
Formidable Barriersp. 158
Board Involvement in the Portfolio Processp. 160
The Retreat as an Involvement Toolp. 163
Further Thoughts on Structure: ACUBO 20/20p. 167
The Innovation Driver: Values and Visionp. 176
A Word on that Mission Thingp. 180
Other Key Board Involvement Pointsp. 181
In Closingp. 185
Appendix 5-A Retreat Design Memorandump. 187
Chapter 6 Involving Your Board in Operational Planning and Management and in the External Arenap. 191
Last but Not Leastp. 191
Operational Planning in Theoryp. 193
The Budget Tail Wagging the Planning Dogp. 194
Rising Above--and Directing--the Detailp. 196
Limits to Board Involvementp. 200
The Retreat As an Operational Planning Toolp. 200
The Prebudget Operational Planning Work Sessionp. 202
Moving toward Budget Adoptionp. 208
Passing the Baton to Operational Oversightp. 209
Lack of Information Is Not the Real Problemp. 210
Designing Committee Role and Processp. 211
Keeping Your Collective Feet on the Groundp. 212
Starting with the Basicsp. 214
Going beyond the Basicsp. 216
The External Relations Imperativep. 217
The Case for Hands-On Board Involvementp. 218
A Brief Note on Fundraisingp. 229
In Closingp. 230
Suggested Bibliographyp. 231
Indexp. 233
About the Authorp. 243

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