Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way by Ram Charan, Dennis Carey, Michael Useem
Is your firm’s board creating value—or destroying it?
Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.
Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:
• Define the central idea of the company
• Ensure that the right CEO is in place and potential successors are identified
• Recruit directors who add value
• Root out board dysfunction
• Select a board leader who deftly bridges the divide between management and the board
• Set a high bar on ethics and risk
With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for business people everywhere—whether they occupy the boardroom or the C-suite.
Culture of Inquiry : Healthy Debate in the Boardroom by Nancy R. Axelrod
This book explains how to create a culture of inquiry within the boardroom – one marked by mutual respect and constructive debate that leads to sound and shared decision making. It details how to develop an environment where board members solicit, acknowledge and respectfully listen to different points of view; where they seek more information, question assumptions, and challenge conclusions so that they may advocate for solutions based on analysis; and where board members are able to voice their concerns before reaching a collective decision, which, once made, is supported by the entire board. It includes tools for creating an environment of trust, for cultivating teamwork, for stimulating dialogue, and for sharing information. Written by one of the preeminent experts in nonprofit governance, this guide shows how to engage and energize board members and make better decisions.
Generations: The Challenge of a Lifetime for Your Nonprofit by Generations: Peter C Brinckerhoff
This hands-on guide includes the Generational Self-Assessment Tool. This tool gives you a baseline to measure your success as you bring generations into your planning. Throughout the book, you’ll find real-life examples that illustrate key points. You’ll also find practical ideas that you can use immediately. Finally, the book includes keys points and discussion questions because you need to get your staff and board involved in this discussion today. The wake-up call been given to nonprofit boards and staff alike: now is the time to plan for generational change.
How to Help Your Board Govern More Manage Less (Boardsource Governance Series) by Richard P. Chait
This resource was developed by the National Center for Nonprofit Boards, now called Boardsource. It outlines ten ways to help nonprofit boards maintain governance accountability and develop clear boundaries between responsibilities that should appropriately be held at the Board level versus the management level.
Leading the Association: Striking the Right Balance Between Staff and Volunteers by James J. Dunlop
Leadership in associations is a responsibility shared between staff and volunteers. The most effective associations are able to maximize the contributions of staff and volunteers by appropriately defining their relationship. This relationship is not a static one, nor is there a perfect formula for splitting the responsibility. There are, however, some important principles that point to an appropriate direction for your association. This study identifies these principles for the first time. It introduces objective measures of staff-driven and volunteer-driven associations, based on careful research. It explores the relationships between staff and volunteer leaders and examines how and why their roles differ from one association to another. Finally, it identifies specific strategies that leaders may employ to shift the base of influence within their association.
Leveraging Good Will: Strengthening Nonprofits by Engaging Businesses by Alice Korngold
Leveraging Good Will shows how nonprofit organizations can access the extraordinary resources of businesses, and how for-profits can benefit from partnering with nonprofits. Written by Alice Korngold – an expert in matching business professionals with nonprofit organizations – this important resource clearly demonstrates how nonprofits can gain valuable experience, expertise, relationships, and funding that will elevate and advance their organizations while businesses can build stronger relationships with the community and develop the next generation of leaders. Filled with illustrative examples and real-life success stories, Leveraging Good Will is an insider’s guide to what it takes for nonprofits to transform their organizations through partnerships with businesses. Step by step, the book outlines how to create a solid plan based on proven-in-practice techniques.
Nonprofit Mergers Workbook: The Leader’s Guide to Considering Negotiating & Executing a Merger by David LA Piana
Here’s everything you’ve wanted (and should) know about nonprofit mergers. This practical guide walks you through the entire merger process from assessing your reasons and readiness, to finding a partner, negotiating the deal, and completing the merger.
Running Board Meetings: How to Get the Most from Them by Patrick Dunne
Greeted with enthusiasm when it was first published, Patrick Dunne’s practical guide continues to provide valuable, step-by-step advice on every aspect of running board meetings. Witty and succinct, this fully revised and updated third edition will ensure that readers are always well-prepared, every board meeting runs smoothly, necessary procedures are followed, and the board’s decisions are always acted on. Organized into a highly sensible “Before,” “During,” and “After” structure, it leaves no stone unturned.
Ten Basic Responsibilities of Nonprofit Boards (Governance) by Richard T. Ingram
BoardSource’s all-time bestseller, with more than 175,000 copies sold, not only explores the board’s 10 core responsibilities, it also puts them into the context of the governance challenges facing nonprofits today. This new, expanded edition clarifies and distinguishes the board’s responsibilities from those of the chief executive and senior staff. In addition, it includes two appendixes, one covering the individual responsibilities of board members and the other providing a sample self-assessment for individual board members.
The Board Member’s Easier Than You Think Guide to Nonprofit Finances by Andy Robinson and Nancy Wasserman
With the possible exception of How do I avoid fundraising? A board member’s most commonly unasked question is, What do all these numbers mean and what am I supposed to do with them? Financial planning and budgeting combine all of our money taboos with that common disorder, math phobia. Andy Robinson and Nancy Wasserman help trustees (and their staff colleagues) confront and address this fear with wisdom, clarity, humor, and humility. If you find math mysterious and scary, yet need to understand financial statements to do your job as a board member.
The Future of Boards: Meeting the Governance Challenges of the Twenty-First Century by Jay W. Lorsch
“We are at a crucial juncture in the evolution of business and the economy. We must now reshape the structures and practices of business leadership to avoid going down the same path again. To a large extent this is a question of governance and the role of corporate boards, to help us wrestle with critical issues like CEO performance and succession, compensation, and forward-looking strategy.
In The Future of Boards, governance sage Jay Lorsch has gathered thought leaders and some of the most experienced voices at Harvard Business School to describe the moment we are in, identify and analyze the salient issues, and chart a course for the future. Articles include Bill George on how boardroom conflicts can be understood and managed; Krishna Palepu on how directors can gain the knowledge necessary to effectively oversee strategy; Lorsch himself and colleague Rakesh Khurana on how boards can set reasonable compensation while still motivating top talent; and Ken Merchant and Kat Pick on group pathologies in the boardroom and how to overcome them.
The Future of Boards will be must reading for CEOs, business and industry leaders, policymakers, and anyone involved in influencing and reshaping business in the 21st century.”
The Opposable Mind: Winning Through Integrative Thinking by Roger Martin
Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful business people engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions including: What are the causal relationships at work here? and What are the implied trade-offs?
Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge including conceptual and experiential knowledge. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.
The Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards by Cathy A. Trower
The Practitioner’s Guide to Governance as Leadership offers a resource that shows how to achieve excellence and peak performance in the boardroom by putting into practice the groundbreaking model that was introduced in the book, Governance as Leadership. This proven model of effective governance explores how to attain proficiency in three governance modes or mindsets: fiduciary, strategic, and generative.
Transitions: Making Sense of Life’s Changes, Revised 25th Anniversary Edition by William Bridges
Transitions has helped hundreds of thousands of readers to cope with changes by providing a road map of the transition process. With the understanding born of experience, William Bridges takes us step by step through the stages of transition.
Trust Matters: Leadership for Successful Schools by Megan Tschannen-Moran
Trust Matters offers educators a practical, hands-on guide for establishing and maintaining trust within their schools as well as providing information on how to repair trust that has been damaged. It outlines the five key elements on which individuals base their trust judgments (benevolence, honesty, openness, reliability, and competency) and explores the factors that influence the development of trust. The book explores the leader’s role in fostering high quality relationships among teachers, students, and parents and examines examples of positive outcomes of trusting school environments.
Why Nonprofits Fail: Overcoming Founder’s Syndrome, Fundphobia and Other Obstacles to Success by Stephen R. Block
In Why Nonprofits Fail, Stephen Block explains that many well-intentioned leaders hold on to views of their nonprofit organizations that perpetuate problems rather than help fix them. According to Block, the first step to success is to challenge one’s own personal paradigms and ideas and be open to unique and alternative approaches to solving problems. This much-needed book helps nonprofits get back on track and offers advice about the seven most common stumbling blocks, including: founder’s syndrome, fundphobia, financial misfortune, Recruitment disorientation, cultural depression in nonprofit organizations, self-serving political performance and role confusion between the board and executive director.