2015-09-29 Creating a High Performing Strategic Thinking Board
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Thrive. Grow. Achieve. Creating a High Performing Strategic Thinking Board Robert Nelson, NSC Strategies September 29, 2015
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Transcript of 2015-09-29 Creating a High Performing Strategic Thinking Board
Thrive. Grow. Achieve.
Creating a High Performing Strategic Thinking Board
Robert Nelson, NSC Strategies
September 29, 2015
Transitioning a Board into a Strategic Thinking Entity
25 Tips Creating High Performance Governance
Robert Nelson, CAE
www.NSCstrategies.com
High Performing Boards
§ Culture of candor, respect and inquiry
§ Appetite for continual learning & improvement
§ Think and act strategically
Think Strategically
Key Recommendation § The greater the strategic
orientation, the better the board performance
§ Even boards that spend just a moderate amount of time on strategic thinking & planning perform better than those that do not
Expected Outcomes
§ Knowledge to develop a strategy for transitioning your board to a strategic thinking entity
§ Tools to increase the frequency & quality of strategic thinking / dialogue in board setting
§ Identify 3 key components of good strategy
Strategic Thinking
Why do board members take off their strategic thinking caps when they enter the boardroom?
The First Step
Recognize that executives are not necessarily strategic thinkers
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Strategic Thinking
Thinking conceptually, imaginatively, systematically, and opportunistically with regard to the attainment of success in the future, while simultaneously considering the larger environment or broader context, and the immediate environment.
Strategic Thinking Experiences
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Intentional
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Change in Culture
Revolutionary § Rapid, dramatic change § Sudden transformation § Can lead to dramatically
improved (or changed) performance in a relatively short period of time
Evolutionary § Slow, continuous change § Incremental § Over time, can lead to
significant improvement in performance
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Transition
Managing Transitions, William Bridges
Understand the Purpose
§ Build the strategic capacity § Strengthen governance § Improve board performance
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Remember: You’re not correcting a wrong
Vision
§ Future state § Well articulated § How much to share § Timing
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Champions for Change
§ Early on § 5 to 10 percent § Support need for transition § Support behavioral change
needed to transition § Chair person – chief change
agent
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Create Change Strategy
§ Roadmap § Barriers § Forces to exploit § Execution Plan § Not everyone will change
at the same rate
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Barriers
Barriers
Change the Agenda
Traditional Agenda § Approve Minutes § Committee Reports § Financial Reports § Old Business § New Business
Strategic Agenda § Strategic Dialogue § Strategic Actions § Performance Oversight § Consent Agenda
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Strategic Issues
§ Big issues with strategic significance § Invest time in identifying the issues § Environmental scanning § Non-board stakeholders § Off-line board member discussions § Board meetings
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Strategic Dialogue
§ Doesn’t require action or decisions
§ Intentionally carve out time § Agreement that no decisions
will be made § Creation of new ideas § Formation of shared
meaning § Free flow of diverse
perspective 11
Dialogue
§ Free flow of meaning between board members § Explore with honest curiosity and understand
the meaning of what people are saying § Seeks to understand and build upon what has
been said § Understand the assumptions of others and
recognize your own
Click here for more information
Tools of Inquiry
§ How does this align with our strategy? § How does this program align with our Core
Values? § How does this reflect our priorities? § I am curious, what assumptions did you base
your decision on? § What are the opportunity costs? § What will the net financial impact be? What
impact will this have on our budget? § In your view, what are the risks associated
with this decision? § How do you intend to evaluate the success
of the program?
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Knowledge-Based Decision Making
What do we know about our stakeholders needs, wants and preferences that is relevant to this decision?
Knowledge-Based Decision Making
What do we know about our the current realities and evolving dynamics of our organization’s environment that is relevant to this decision?
Knowledge-Based Decision Making
What do we know about the capacity and strategic position of our organization that is relevant to this decision?
Knowledge-Based Decision Making
What do we wish we knew, but don’t?
Knowledge-Based Decision Making
What are the ethical implications?
Generative Thinking
§ Bring data, information and knowledge to the board un-packaged
§ Frames issues § Produces sense of what
data, information and knowledge mean
§ It is where goal setting and direction-setting originate
13 Click here for more information
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Loyal Opposition & Support
§ Pre-designate § Use tools of inquiry § Strategic arguments
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Strategic Dialogue is the goal. Script out your Loyal Opposition and Loyal Support. Use Tools of Inquiry.
Chair Preparation
§ Development, ongoing § Practice § Pre-meeting prep call § Post-meeting debrief § Talking points § Strategic questions § Manage the meeting
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Protect Against Group Think
§ Awareness § Chair can play an important role § Create a culture where
disagreement and diverse opinions are valued
§ Encourage an atmosphere of open inquiry
§ Challenge assumptions § Always consider unpopular
alternatives § Devil’s advocate § Agenda design § Breakouts
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Click here for more info
Briefing Material
§ Must be intentional § Information and knowledge
that stimulates strategic discussion
§ Informed decisions § 360 degree review
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Governance Structure § Aligned with the governing
work of the board § Not aligned with
administrative / operating or program functions
§ Benefits: Ø Facilitates a focus on strategic
level issues Ø Protects against micro-
management Ø Protects against silos
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Model Governance Structure
Board of Directors
Planning & Program
Development
Performance Oversight & Monitoring
External Relations/ Resource
Development
Audit Committee Governance Committee
Extraordinary Board Leadership, Doug Eadie
Governing Mission
§ Primary governing responsibilities and functions
§ Disciplinary tool § Clearly defines what the
mission of the board is
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Clearly Defined Roles and Responsibilities
Board § What § Policy § Strategic Direction § Ensuring outcomes
Staff
§ How § Execution § Operational / Tactical § Empowered to work
through details
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§ Job descriptions § Strong volunteer / staff partnership § Respecting decision maker § Annual board orientation / briefing § Fuzzy line
Board Diversity
§ Key element of good strategy § Goal: Diversity of thought § Enriches generative dialogue § Positively impacts issue framing § Diversity profile statement § Inclusion § Diversity Champions
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Board Candidate Selection
§ Current and future needs § Diversity § Selection criteria
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Click here for full list of attributes
Governance Development
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Cycle of Strategy Development
§ Strategy development is an ongoing process, not a retreat
§ Engaging with components throughout the year Ø Ensures solid market
position awareness Ø Contributes to development
of good strategy Ø Builds the strategic capacity
of the organization
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Strategy Components
§ Core ideology Ø Core purpose Ø Core values
§ Mission § Stakeholder audit § Environmental
scanning § Competitor analysis
§ Competitive advantages
§ Strategy document § Operations
integration § Strategy review § Board meeting
materials and dialogue
Strategy Development Formula
PERSONAL ACTION PLAN
What will I commit to do differently? How will I know if I am making progress? What are my next steps?
