INDIVIDUAL DIRECTOR SELF-ASSESSMENT

Transcription

1 dennis d. pointer & associates 5544 Kenwood Place, North Seattle, WA (voice) (fax) INDIVIDUAL DIRECTOR SELF-ASSESSMENT self-assessment inventory reflections guide action planning guide - page 1 -

2 DIRECTOR SELF-ASSESSMENT INVENTORY Cover letter Dear Director: This self-assessment tool will provide you an opportunity to reflect upon and evaluate your performance/contributions as a director. The inventory contains 48 items and will take about 15 minutes to complete, a small investment in your continuing development. Skim through the entire inventory, and familiarize yourself with it, before responding to the items. Focus exclusively on yourself as a director on this board. Be descriptive. Use this inventory to portray how, and how well, you perform your director role. Circle only one response for each item; leave no blanks. Be discriminating. Undertake an honest/candid self-assessment. All directors excel in some areas and don t in others; your responses should reflect this. Some caveats: This inventory has been crafted to assess the most important aspects of your director role. However, there may be some instances where specific items are not perfectly matched to your circumstances. Additionally, only the most important, not all, drivers of director performance and contribution are included here. - page 2 -

3 DIRECTOR SELF-ASSESSMENT INVENTORY Foundational 1. I am interested in, and committed to, this organization and its mission. 2. I appreciate the importance of effective/efficient governance to this organization s success and take my director role seriously. 3. I devote the necessary time and energy to fulfilling my commitments as a director on this board. Board Citizenship 3. In the past year, I have missed more than 20 percent of this board s regularly scheduled meetings. 4. In the past year, I have attended at least 80 percent of the meeting of committees on which I serve. 5. Within the past two years, I have attended at least one extramural governance educational seminar/conference. 6. I have collegial and productive working relationships with other directors. 7. I follow through on my commitments to this organization and board. 8. I participate in organization and board social/fundraising events when requested to do so. 9. I am a willing and effective representative of, and advocate for this organization in my dealings with external parties/constituents. yes no 1 5 no yes 1 5 no yes 1 5 Director Responsibilities basics 10. I understand the legal fiduciary duties of directors: loyalty, care and obedience. 11. I do not talk with outsiders about sensitive/confidential organization or board matters. - page 3 -

4 12. I acknowledge potential conflicts-of-interest when they arise and refrain from participating in discussions/votes if they are deemed to be material. vision, goals and strategies 13. I have a good general understanding of the healthcare industry and major forces/trends shaping it. 14. I have a good general understanding of the characteristics and opportunities/threats posed by the market(s) in which this organization operates and its key competitors. 15. I have a good general understanding of this organization; including its strategies, structure, management, clinical activities, operations, finances in addition to its key strengths and weaknesses. 16. I understand this organization s vision. [A vision is a fine-grained specification of what an organization should become, at its very best, in the future.] 17. I understand this organization s key goals. [Goals are specific accomplishables that must be achieved to fulfill the vision.] 18. I understand this organization s key strategies. [Strategies are management plans for deploying organizational resources/capacities to accomplish goals and fulfill the vision.] 19. I am competent/comfortable dealing with issues coming before the board regarding this organization s vision, key goals and strategies. executive performance and compensation 20. I understand the different, yet complimentary, responsibilities/roles of the CEO and this board. 21. I have a good general understanding of the CEO role and those factors that affect/drive executive performance, contributions and compensation. 22. I am competent/comfortable dealing with issues coming before the board regarding CEO performance/contributions and compensation. 23. I have a collegial and productive working relationship with the CEO. - page 4 -

5 quality 24. I appreciate this board bears ultimate responsibility/accountability for the quality of care provided in, and by, the organization. 25. I understand the proce ss employed to credential (appoint, re-appoint and specify privileges of members of this organization s medical staff and the board s role in it. 26. I understand those factors that affect/drive this organization s quality of clinical care. 27. I understand those factors that affect/drive patient safety in this organization. 28. I understand those factors that affect/drive this organization s patient/guest service quality. 29. I am competent/comfortable dealing with issues coming before the board regarding medical staff credentialing, clinical quality, patient safety and service quality. finances 30. I am able to read, analyze and interpret this organization s key financial statements; including the income/expense summary, balance sheet and statement of cash flows. 31. I understand those factors that affect/drive this organization s financial performance/condition and am able to assess them. 32. I understand this organization s capital allocation process and the board s role in it. 33. I understand the objectives of an independent audit and the board s role in the process. 34. I am competent/comfortable dealing with issues coming before the board regarding this organization s finances. Board Meetings 35. I carefully read through, and reflect upon, agenda materials prior to board meetings and come prepared to engage in discussions/deliberations. 36. I arrive at board meetings on time and do not leave early. - page 5 -

6 37. I actively participate in board meetings; sharing my ideas, expertise, experiences, opinions and perspectives. 38. I ask questions and request clarification when I don t understand an issue. 39. I ask questions to test/challenge the validity of premises, assumptions, estimates and predictions underlying recommendations/proposals coming before the board. 40. I listen to, and carefully consider, the views of other directors (even when disagreeing with them). 41. I communicate my ideas clearly, precisely and effectively. 42. I am willing to change my opinion (even strongly held ones) when presented with convincing counter arguments and facts. 43. I am comfortable expressing a dissenting opinion and voting no when necessary. 44. I support board policies, decisions and actions; even those with which I disagree and/or voted against. Overall Performance 45. My presence and participation adds value to the board. 46. I enjoy serving on the board. 47. If re-nominated, I would be willing to serve an additional term on the board. 48. Overall, and in comparison to other directors, I rate my performance and contributions on the board as: bottom middle highest - page 6 -

7 REFLECTION GUIDE duplicate and complete one form for each self-assessment item on which you rated yourself low (1 or 2) item # director characteristic or practice illustrations of h ow you manifest this characteristic/practice implications/consequences of your low rating on the board s overall performance and contributions specific things you should consider doing differently/better to improve this characteristic/practice - page 7 -

8 ACTION PLANNING GUIDE During the past year, what have been your most significant contributions to the work of this board? What are your greatest strengths as a director on this board? - page 8 -

9 What are your most pronounced weaknesses (and hence, developmental opportunities) as a dir ector on this board? What are the most important things you should consider doing to enhance your performance/contributions as a director on this board? - page 9 -

10 What can the organization/board do to assist you in further developing/enhancing your director knowledge, skills, perspectives and experience? - page 10 -