Download - Owen Charters - Getting Board On Board
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Getting Your Board on Board
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Policy Governance
Model
Entrepreneurial Model
Constituency/ Representative
Model
Emergent Cellular Model
Singular
Networks
InnovativeStable
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Policy Governance Model
• Clarity of Roles
• Focus on outcomes/results
• Board sometimes ‘disconnected’
• Interest in big picture
• Focus on adequate resources, fundraising
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Constituency Representative Model
• Decentralized power
• Communication is emphasized
• Decision-making can be difficult
• Tendency sometimes to pursue self-preservation
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Entrepreneurial Model
• Market orientation, focus on efficiency, effectiveness
• Innovation as an opportunity for market share
• Focus on bottom-line over societal interests
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Emergent Cellular Model
• Organic and Flexible structure
• Board challenges deeply held assumptions, catalyst for change
• Reliance on distributed networks, technology innovations
• Significant negotiations often needed for decisions
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Be a good fundraiser.
Be a better marketer.
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Generative Thinking
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Three Modes of Board Thinking
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I. Fiduciary/Productive
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II. Strategic/Logical
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III. Generative/Expressive
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Art Gallery – Loan to a Las Vegas Casino
• Fiduciary: Insurance, security, donor control, timeline, curatorial control
• Strategic: Attendance, image, prototypes, competitive, patrons
• Generative: Is this mission oriented? What else would we do for the right price? Are we conservative or populist? Is the art viewing experience compromised?
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Moving to Generative Thinking
• Happens during informal times, not formal meetings
• Needs to be framed: structure, human resources, political, symbolic
• Retrospective thinking
• Executives and Directors work collaboratively
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Moving to Generative Thinking
• Individual directors are sounding boards for advice
• Use “wicked questions” to expose issues
• Create informal time – board dinner before/after meetings
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Your turn