Linking Strategy, Governance, and Succession: The Role of the Board

Transcription

1 1 Linking Strategy, Governance, and Succession: The Role of the Board Frank Martinelli 2017 Governance & Leadership Conference March 7, 2017

2 Governing for the Future 2 Summary of the Fiduciary, Strategic & Generative Frames of Governance 1 The Governance as Leadership concept reframes the way we look at Board work with a goal to raising Board work and awareness to a higher standard. By thinking about Board work under three components: Fiduciary, Strategic and Generative, Boards can address their roles and achieve results in new ways. Fiduciary: Focus is on Conformance Control Mechanisms (Board as Sentinel) Fiduciary duties and activities embrace the familiar Board work found on the agenda of any Board. Once ground level basic board functioning is in place, then in their Leadership role, Boards can take fiduciary governing and stewardship to new and higher levels of thought. Fiduciary roles include: Financial oversight Legal responsibility and accountability to members, governments & stakeholders, including liability and risk management Board role as the permanent entity for the organization Trustee role on behalf of the public, ensuring effective use of resources Strategic: Focus is on Vision of Intended Impact Direction Setting (Board as Strategist) The Board is responsible for strategic thinking and decision making at the highest levels. Strategic thinking and wisdom can take a Board member beyond the immediate professional skills he/she brings to the table to value-added leadership in: Policy making for governance policies Problem solving Strategic planning Strategic decision making (different from the planning role) Generative: Thinking leading to Breakthroughs Sense Making (Board as Sense-Makers) Working in concert with the CEO, generative thinking invites Boards to take a fresh look at opportunities and challenges from a broader perspective. Using knowledge and data plus Board insight, generative leadership provides long term impact and meaning to the non-profit organization by creating a fresh understanding of complex and ambiguous situations. This activity is called sensemaking or problem- framing. When you put it that way, it makes sense. Generative thinking is characterized by: Noticing cues and clues. Looking at an issue from different perspectives and viewpoints. Reorganizing data into patterns, seeking different frames of reference. Thinking retrospectively to uncover patterns and to recognize the compelling organizational stories and history. Generative thinking is the fun part of governance bringing a deeper meaning and value to Board service. Board members can provide incredibly valuable insight. Too often, decisions come to the Board packaged, digested and all that s left is official Board approval. For major turning points, the Board needs to be involved when the issue is at the level of Wow, we need to work on this. 1 Source: CentrePoint Non-Profit Management, Calgary, Alberta

3 Profile of the Future-Focused Board 2 3 For a pool to succeed, it must have a board that is passionately committed to the mission, possesses substantial leadership skills, and is organized for strategic leadership. Nothing less will do during this time of heightened change. Boards continue to face the challenges of building long-term financial sustainability, weighing strategic restructuring options, planning for leadership succession, and more. The unrelenting pace of change challenges nonprofit boards to look and act differently. Some boards have already made the transition. They possess a number of qualities and characteristics that together define a new profile of board effectiveness. The boards that fit this new profile possess the following characteristics: They are visionary and future-focused, spending most of their decision-making time looking forward. They possess an entrepreneurial spirit, understanding that their organizations operate in a fast-changing marketplace, which seeks products and services to meet emerging customer needs. The new-thinking boards leaders are risk-takers, balancing the need to take chances with the traditional stewardship responsibilities of board service. They are strategic decision makers who, in partnership with staff leadership, utilize a range of planning approaches and tools. They are effective communicators, understanding the importance of good communication at all levels. They organize the board and its committees accordingly. They are systems thinkers, seeking to understand the root causes and forces that shape the issues and challenges they will face in the boardroom. They look for courses of action that will exert the highest possible leverage as they respond to those issues. In these new boards, leaders also look for creative ways to connect their organizations to the world around them, exploring and imagining new forms of partnership and alliances that will support their missions and advance their strategic plans. The new boards leaders also have a deep appreciation of the strength of diversity. They understand that diversity helps assure a higher level of responsiveness to customers and also promotes creativity, innovation and organizational learning. These qualities and characteristics that define effective boards equip their members to exercise a more visionary and strategic leadership style. 2 By Frank Martinelli, appearing in YOU and Your Nonprofit Board: Advice and Practical Tips from the Field's Top Practitioners, Researchers and Provocateurs, published by Charity Channel Press 2013.

4 4 Strategic Planning Roles of Board, Staff and Committees Board 1. Sets overall direction and communicates that direction to the organization 2. Formally approves the strategic plan 3. Assures alignment of overall staff, board and committee planning 4. Assures that strategic plan guides board development efforts 5. Identifies continuing and current priorities and develops organization s financial plan accordingly 6. Establishes procedures to facilitate committees response to the strategic plan 7. Evaluates and updates strategic plan 8. Revises mission, vision, goals, strategic directions, and priorities 9. Establishes criteria for successful outcomes and monitors outcomes to assure quality and impact on an ongoing basis 10. Conducts annual self-evaluation Board Chair (and Vice Chair/Chair-Elect) 1. Defines activities in support of organization s strategic directions 2. With CEO, guides Board interpretation of plan in relation to programs and other critical activities (board leadership development, community relationship building, etc.) CEO 1. Plays key role in formulation of strategy 2. Works closely with Board leadership in determining appropriate strategic thinking and planning approaches 3. Identifies continuing and current priorities and helps to develop organization s financial plan accordingly 4. Develops/updates environmental scan 5. Champions the mission and vision and provides continuity 6. Interprets plan to staff, stakeholders, members, and general public 7. Completes annual report of organization s and committees accomplishments in relation to strategic directions 8. Assists president and board with development of implementation plan within defined areas of board responsibility 9. Sets schedule and sequence for evaluation, review and updating of plan Committees 1. Within the organization s Strategic Plan, identify committee priorities that support goals and strategic directions 2. Develop activities that support committee priorities 3. Complete annual report of committee accomplishments in relation to strategic directions. 4. Contribute to overall organization s strategic planning process.

5 What is Succession Planning? 5 Leadership succession planning is an ongoing practice focused on defining an organization s strategic vision, identifying the leadership and managerial skills necessary to carry out that vision, and recruiting, developing and retaining individuals who have or who can develop those skills. Succession planning will include the following three components: Emergency Succession Planning, Strategic Leadership Development, and Departure Defined Planning. Strategic Leadership Development Departure Defined Transition Emergency Succession Plan Emergency Succession Planning A plan to address an unanticipated departure of an CEO, usually occurring with only a few days or weeks notice. Emergency succession plans ensures the uninterrupted performance of essential executive functions by outlining steps for the temporary appointment of an acting CEO. Strategic Leadership Development An ongoing process that identifies the core competencies, skills and knowledge needed by the organization in the next five years along with a plan to develop those competencies in your existing talent or to recruit new talent. Departure Defined Transition Planning A course of action that boards and executives employ when an executive begins thinking about leaving an organization. The process focuses on communicating the transition to staff and stakeholders, conducting an organizational assessment, recruiting a new executive, and celebrating the transition.

6 Linking Strategy, Governance, and Succession: The Role of the Board 6 Instructions: Review the following three scenarios. Considering current conditions in your pool, select an entry point for exploring possible linkages between strategy, governance, and/or succession. What opportunities do you see? Scenario 1: When Governance Leads... Governance Leading to or Linked to Succession Imagine a situation where the board has completed a self-assessment and identifies the lack of a board leadership succession plan as a priority for board improvement. As a result, it commits to the development of a board leader succession plan to help assure effective governance in the future. In this instance, the board determines that it has to be more proactive in terms of executive staff leader succession planning as well. Governance Leading to or Linked to Strategy The board with a renewed desire to enhance its governance capacity decides that it will play a more active role in an upcoming strategic planning process. (In some cases it's the CEO who sees this opportunity and encourages the board to play a more meaningful role in the upcoming strategic planning process) Scenario 2: When Strategy Leads... Strategy Leading to or Linked to Succession A strategic planning exercise or process leads the board to see that new executive leadership competencies are needed the current CEO is challenged, encouraged and supported to develop in new ways the board, preparing for the hiring of the next CEO, develops, as a result of strategic planning, a sense of new skills/competencies needed help to focus a future executive search. Strategy Leading to or Linked to Governance A strategic planning exercise or process leads the board to see that new board leadership competencies are needed the current board is challenged to develop in new ways. the board defines, as a result of strategic planning, new board recruitment priorities that reflect new skills/competencies needed in the future Scenario 3: When Succession Leads... Succession Leading to or Linked to Governance In the wake of an executive leadership transition, the board recognizes that more will be expected of it in the future and therefore commits to board development Succession Leading to or Linked To Strategy With an impending executive leadership transition, the board isn't entirely clear about what it should be looking for in terms of desired skill sets and other attributes in the next CEO and so it engages in an abbreviated strategic planning exercise. As result, it is clear about the challenges and risks facing the organization in the future and that leads to a deeper understanding of the profile of an ideal CEO candidate.

7 Succession Planning As an Opportunity for Strategic Thinking: Starting the Conversation with Your Board of Directors Succession is often intertwined with the state of the board s functioning and organizational strategy. In order to bring sharper focus to this interconnection, use the following questions to begin a conversation with your Board of Directors about future risks, challenges, and opportunities facing your organization and the implications for executive transition planning. 7 What are the three greatest risks, challenges and opportunities our organization faces during the period of executive transition? Based on this, what qualities, characteristics, assets, strengths should the board be looking for in the next CEO to meet these challenges? Additional discussion questions might include: o What should the next CEO look like? Find another just like the one we have? OR Find someone that is completely different from what we have? o How different is the skill and experience profile for the next CEO from the skills and experience profile for the present CEO? o How much does the skill and experience profile for the next CEO take into consideration the future needs of the organization? In facing the challenge of executive transition, what are the key questions, concerns, fears and perceptions of the executive? And of the board?

8 Executive Self-Reflection Questions 8 When an executive has made the decision to depart, the following questions are important for them to think through. The questions and answers will help the executive understand the scope of change and be better prepared for the ups and downs of this major life transition. A life coach, reading William Bridges Managing Transitions and/or talking with someone who has successfully gone through this process can help promote a successful transition for the departing executive and organization. Professionally 1. Why do I want to make this move? 2. What are the benefits for me in making this move? For the organization? For the community? 3. What are the downsides for me in making this move? For the organization? For the community? 4. What can I do to address the downsides so they don t become barriers to the organization s future sustainability and success? 5. How do I see my connection with the organization and successor? What do I need? Is it realistic? How can I get it? 6. How can I help the new executive be successful? How can I help the board and other key stakeholders? Personally 1. What do I plan to do when I leave this executive role at (organization)? 2. How is my identity defined by this role as an executive (and founder) of this organization? 3. How do I envision the next phase of my life? What goals do I have in these areas? What barriers might exist that I need to be prepared for? a. Social b. Relationships c. Use of leisure time d. Health e. Travel f. Living location g. Spiritual h. Financially i. Community involvement Source: Nonprofit Executive Succession-Planning Toolkit by the Federal Reserve Bank of Kansas City Also recommended: Life Reimagined: Discovering Your New Life Possibilities by Richard J. Leider and Alan M. Webber, Berrett-Koehler Publisher,

9 9 Governance Committee Description 3 General Purpose: The purpose of the Governance Committee is to build and maintain a strong Board for the organization. The Committee will establish and drive a continuous improvement process in order to help the Board and individual Directors become more valuable as strategic assets of the organization, contributing to our long-term success. Composition: The committee chair and members of the Governance Committee shall be board directors nominated by the Board President with affirmation by the Board of Directors. Non board members may also serve on this committee at the discretion of the Board. Responsibilities: Board Recruitment 1. Review the structure and size of the Board and the Board committees. Periodically, review with the Board the appropriate skills and characteristics required on the Board in keeping with the strategic direction of the organization. 2. Identify and consider candidates for Board membership. On behalf of the Board, assess the skills and experience of prospective Board members. Present candidates to the full Board for consideration. 3. Review the institutional and other affiliations of directors and director candidates for possible conflicts of interest. Investigate any potential conflict of interest involving a director and make a recommendation to the Board for resolution. Board Leader Development 4. Conduct assessment/evaluation of the Board, the President, individual directors, including each director's self-assessment, and Board meetings/sessions. 5. Identify leadership development opportunities for existing and potential Board members to maximize member's contributions. Board Education 6. Plan Board education including new member orientation, education of Board members and Board retreats. 7. Plan training and education of the Board related to governance roles and responsibilities and with respect to bridging Board knowledge gaps Board Governance Effectiveness 8. Keep up to date on developments in the nonprofit/pool governance field. Annually review and assess the governance practices of the Board and recommend any proposed changes to the Board for approval. 9. Evaluate and monitor governance structures and processes, including policy development and processes for Board monitoring/oversight of operations The Governance Committee will also: Report to the Board of Directors at regular Board meetings in a manner determined by the Board. Annually submit objectives as part of the committee planning and budgeting process. Annually evaluate its work as a committee and the objectives it has committed itself to and report on same to the Board of Directors. 3 The organization has adopted the Governance as Leadership board model. In this approach, the board operates in 3 modes of governance: the fiduciary mode, where boards are concerned with the stewardship of tangible assets; strategic mode, where boards create a strategic partnership with management; and generative mode, where the board s central purpose is to be a source of leadership for the organization in its principal role is as a "sense maker" exploring new and potentially disruptive ideas and developments that may impact the organization in the future.

10 10 Resource Bibliography: A Starter List A Practical Guide to CEO Succession Planning by Russell Reynolds & Associates Board Members Guide to Partnership Planning by the AIM Alliance CEO Succession Planning by David Larcker, Professor, Stanford University Graduate School of Business and Director of the Rock Center for Corporate Governance Essential Elements of an Effective CEO-Board Relationship Russell Reynolds & Associates Governance as Leadership: Reframing the Work of Nonprofit Boards by Richard P. Chait, William P. Ryan, Barbara E. Taylor. Nonprofit Executive Succession-Planning Toolkit by the Federal Reserve Bank of Kansas City Staying Engaged, Stepping Up: Succession Planning and Executive Transition Management For Nonprofit Boards Of Directors by The Annie E. Casey Foundation Stanford Social Innovation Review published by the Center for Social Innovation at the Stanford Graduate School of Business, The Dynamic Board: Lessons from High-Performing Nonprofits by McKinsey & Co essment_grid.pdf. The Dynamic Board: Self-Assessment by McKinsey & Co. The Importance of Linking Leadership Succession, Strategy, and Governance by Thomas Gilmore What If? The Art of Scenario Thinking for Nonprofits published by the Global Business Network, The Practitioner's Guide to Governance As Leadership by Kathy A. Trower The Board Chair-Executive Director Relationship: Dynamics that Create Value for Nonprofit Organizations by Mary Hiland YOU and Your Nonprofit Board: Advice and Practical Tips from the Field's Top Practitioners, Researchers, and Provocateurs by CharityChannel Press. For more information, contact: Frank Martinelli, The Center for Public Skills Training. Voice: frank@createthefuture.com Helping Determined Public Sector and Nonprofit Leaders Harness the Power of Shared Vision

11 11 The Visionary Leader Max DePree ends his book Leadership Jazz with a captivating story about leaders whose actions were inspired by vision. This story demonstrates to us the vital link between strategic and generative governance, vision and the stewardship responsibilities of board leadership. It's a lesson for all of us: our leadership will touch the lives of individuals and communities of the future. In the late fourteenth century, the members of New College at Oxford, moved into their quadrangle, the first structure of its kind, intended to provide for the residents all that they needed. On the north side of the quadrangle sit the chapel and the great hall, beautiful buildings and, as you might imagine, the focus of the life of the college. In the middle of the nineteenth century, almost five hundred years later, the college hired architect Sir Gilbert Scott to restore the roof of the hall. The roof and the great oak beams that supported it had badly rotted. And so representatives from the college with Sir Gilbert visited Great Hall Woods, in Berkshire, where they expected to find trees for replacement beams. Sure enough, the replacements were standing there, waiting to be hewn out of the living oak trees planted a century before for just that purpose. An anonymous leader's promise had been fulfilled. The voice and touch of a distant leader had been joined.