welcome, cohort 4! may 3-4, 2017 - m.j. murdock...

WELCOME, COHORT 4!

May 3-4, 2017

1

WELCOME!

2

3

Permission Granted!

www.BoardLeadership.org

Copyright © 2017 by John Pearson and M.J. Murdock Charitable Trust. All rights reserved.

Permission granted to photocopy pages from Book 1 of 2 and Book 2 of 2 and download the PowerPoint for use within your organization.

Terry Stokesbary, Senior Program Director

M.J. Murdock Charitable Trust

703 Broadway, Suite 710, Vancouver, WA 98660

Office: 360-694-8415 - Fax: 360-694-1819

[email protected] - www.murdocktrust.org


John Pearson

Board Governance & Management Consultant

John Pearson Associates, Inc.

P.O. Box 74985 - San Clemente, CA 92673

Office: 949-500-0334

Email: [email protected]

www.ManagementBuckets.com

http://www.boardleadership.org/

COACHES & PRESENTERS

Rick Ellingson

Dorothy Kim

Paula Kinney

Ed McDowell

Mike Pate

John Pearson

Scott Rodin

Terry Stokesbary

Plus: Observers/Resource People

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TENTATIVE, SUBJECT-TO-CHANGE

SCHEDULE (p. 4)

10:00 a.m. Welcome!

12:30 p.m. Lunch

1:30 p.m. Afternoon Sessions

5:00 p.m. Break (or “Table Time”)

6:00 p.m. Reception

6:30 p.m. Dinner

7:15 p.m. Dessert/Evening Session (Terry)

7:45 p.m. Adjourn Wednesday : Sessions 1 to 6

Thursday: Sessions 7 to 14 (8 a.m. – 3 p.m.)

5

THE TOOLS…

…including detailed inspiration from your coach!

February 15-16, 2017

Book 1 of 2

Tools & Template Binder (1 per org.)

Online Survey

Resource Books

Website: www.boardleadership.org

May 3-4, 2017

Book 2 of 2

More Resource Books and Tools!

Coaching on Next Steps

6


THE 3 PHASES:

PHASE 1:

February 15-16, 2017 (+ Coaching)

PHASE 2:

May 3-4, 2017

PHASE 3:

Next Steps & Customized Coaching

Program Feedback, Feedback, Feedback…

7-YEAR VISION: 400 ministries!

7

Download this PowerPoint!

www.boardleadership.org

8


Bottom Line: Overall (all things considered) how

satisfied are you with the program to date?

Scale of 1.00 to 5.00 (5 is high): 4.77

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77.3%

22.7%

0.0%

0.0%

0.0%

0% 20% 40% 60% 80% 100%

Extremely Satisfied

Quite Satisfied

Moderately Satisfied

Slightly Satisfied

Not at all Satisfied

Overall Satisfaction

2016: 4.58

Net Promoter Score:

Promoters – Detractors = NPS

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NET PROMOTER SCORE: How likely is it that you would

recommend this program to a friend or colleague?

92% - 4% = 88

Detractors

0 - 6

Passives

7-8

Promoters

9-10

Responses 1 1 22

Percentages 4% 4% 92%

11

NET PROMOTER SCORE: How likely is it that you would

recommend this program to a friend or colleague?

https://www.npsbenchmarks.com

MURDOCK

TRUST

BOARD PROGRAM

COHORT 3: 74

COHORT 4:

88

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COMPANY DATE NPS

Costco 2015 79

Starbucks 2015 77

Southwest Airlines 2014 62

Uber 2015 37

United Airlines 1/1/2016* 10

Super 8 Motels 2014 4

https://www.npsbenchmarks.com/

https://www.npsbenchmarks.com/

Session 1: Reporting In

Organizational Progress Reports…

…on Your Strategic Next Steps

13

Session 1: Our Strategic Next Steps

In this session: 1) Progress Reports on Our Next Steps

2) Insights from Other Organizations in the Room

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Session 1:

Our Strategic Next Steps

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ORGANIZATION COACH LOCATION

FISH Food Banks of Pierce County Dorothy Kim TBD

Life Options Kim Triller TBD

Eagle Wings disAbility Ministries Ed McDowell Corner 1

Hope Center Moscow Ed McDowell Corner 1

Vision House Ed McDowell Corner 1

Because International Mike Pate Corner 2

Trueface Mike Pate Corner 2

Agros International John Pearson Corner 3

YMCA of Pierce and Kitsap Counties John Pearson Corner 3

Firm Foundation Christian School Scott Rodin Corner 4

Nampa Christian Schools Scott Rodin Corner 4

Session 1: Our Strategic Next Steps

2) Insights from Other Organizations in the Room

Page 7

16

BREAK! 11:10 – 11:25 a.m. Dialogue with a board member from another organization.

17

Session 2: Creating a “Learning Boards

Culture” to Discern “The ONE Thing” (p. 9)

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Session 2: Discerning “The ONE Thing”

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20


3

5

10

14

33 Principles for

Good Governance

and Ethical Practice

(pages 164-165) But wait! There’s more!

21


PLUS! 80 Board Self-Assessment

Questions (pages 161-163)

85 Questions and

Answers (resource table)

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1 SOLUTION:

The

ONE

Thing

23

“Until my

ONE Thing

is done—

everything else

is a distraction.” 24

“What’s the

ONE Thing

you can do

this week

such that by doing it

everything else would be

easier or unnecessary?“ http://urgentink.typepad.com/my_weblog/2016/05/the-one-thing.html

25

http://urgentink.typepad.com/my_weblog/2016/05/the-one-thing.html






6 LIES THAT MISLEAD

AND DERAIL US:

Lie #1: Everything Matters Equally

Lie #2: Multitasking

Lie #3: A Disciplined Life

Lie #4: Willpower Is Always on Will-Call

Lie #5: A Balanced Life

Lie #6: Big Is Bad

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4 THIEVES

OF PRODUCTIVITY:

Thief #1: Inability to Say “No”

Thief #2: Fear of Chaos

Thief #3: Poor Health Habits

Thief #4: Environment Doesn’t

Support Your Goals

27



THE CONTEXT FOR

THESE 2 DAYS

TOGETHER:

#1.1 Your board must

be a learning board!

28


Culture” to Discern “The ONE Thing”

THE CONTEXT FOR

THESE 2 DAYS

TOGETHER:

#1.2 Spiritually discern

how to segment your

learning

opportunities.

29



EXAMPLE:

Jim Collins’ Five Stages of Decline

Stage 1: Hubris Born of Success

Stage 2: Undisciplined Pursuit of More

Stage 3: Denial of Risk and Peril

Stage 4: Grasping for Salvation

Stage 5: Capitulation to Irrelevance or Death

http://urgentink.typepad.com/my_weblog/2009/07/how-the-mighty-fall.html

30











#2. ENSURE THAT THERE IS CRYSTAL CLARITY

BETWEEN THE ROLES AND JOB DESCRIPTIONS OF

THE:

Board

Board Chair

CEO

Senior Team Members

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ENSURE THAT THERE IS CRYSTAL CLARITY

BETWEEN THE ROLES AND JOB DESCRIPTIONS OF

THE: BOARD, CHAIR, CEO, SR TEAM MEMBERS.

#2.1 Create “Draft #1” of the Prime

Responsibility Chart (page 15)

BOARD BOARD

CHAIR

CEO CFO PROG.

DIR.

Task… AP P

32



#2.2 Create a

strengths-based

culture and then

delegate to

strengths!

http://strengthsfindercoffeemugs.com

33

http://strengthsfindercoffeemugs.com/





#3. DELEGATE YOUR READING!

Identify your 30,000-foot view

of board essentials.

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TABLE TIME until 12:30 pm

Page 17: #1. Foundational Question

#2. Learning Board Question

+ The ONE Thing Question

35

LUNCHEON BUFFET! 12:30 pm

1:05 p.m. – Ed McDowell

TOPIC: Each board chair (or

rep.) share one best practice

you learned over lunch from

another board chair or board

member.

(1-minute report)

36

Sessions 3 to 5: 1:30 p.m. – 6:00 p.m.* Includes 2.5 hours plus of Table Time

#3. Financial/Fiduciary BPM Practicum

#4. Board Chair and CEO Partnership

#5. Strategic Tools and Templates

5:00 – 6:00 p.m. – Table Time or Break!*

6:00 p.m. Reception

6:30 p.m. Dinner

7:15 – 7:45 p.m. Dessert & Session 6 (Terry!)

37

Session 3: The Board’s Financial & Fiduciary

Role to Ensure Long-Term Sustainability (p. 19)

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The Business Model/

Board Policies Manual (BPM) Practicum

Introduction: 5 min.

Table Time: 45 min.

Q&A on Sustainability: 10 min.

Session 3: The Board’s Financial &

Fiduciary Roles: BPM Practicum

The board’s role in finance/fiduciary areas

Practicum: “Role play” a Governance Comm.

4 to 8 hour session on creating Version 1.0 of

your Board Policies Manual

Tools & Templates: Tab 2 (BPM template)

Resource: Good Governance for Nonprofits

Gather: archives, policies, and minutes

Add food and beverages!

Project BPM template on the wall…

Pray and start typing!

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Tools & Templates, Tab 2; Book 2 of 2: pages 23-26

BOARD POLICIES MANUAL

Part 5: Executive Parameters

Example: 5.2.2.2 (In addition, the CEO may not…) Approve an unbudgeted

expenditure or commitment of greater than $_________ without the

approval of the full board.

5.3.3 Programs with costs of more than $_______ shall be assessed

for effectiveness by an outside evaluator at least every three years,

with a written report being made available to the board.

40



Finance/Fiduciary Resources New! Zondervan 2017 Church and Nonprofit Tax

& Financial Guide

New! The Guide to Charitable Giving (ECFA)

www.BoardSource.org

http://managementbuckets.com/budget-bucket

41

http://www.boardsource.org/





Session 3: Q & A on

Sustainability (p. 27)

42

1. Business Model description…

2. Sustainability definition…

3. Sustainability is important…for our board

and staff because…

4. Sustainability is important…for our major

donors because…

5.

Session 3: Q & A on

Sustainability (p. 27)

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5. Sustainability is important…for the

Kingdom because…

“Is there anyone here who, planning to build a new

house, doesn’t first sit down and figure the cost so

you’ll know if you can complete it? If you only get

the foundation laid and then run out of money,

you’re going to look pretty foolish. Everyone

passing by will poke fun at you: ‘He started

something he couldn’t finish.’” (Luke 14:28-30 MSG)

BREAK & NETWORKING

2:30 – 2:45 p.m.

44

Dialogue with a

board member

from another organization!

Session 4: The Board Chair/CEO

Partnership – “Chief Sustainability Officers”

45

“The board chair-CEO relationship is like a pair of chopsticks.

One is much more effective with the support of the other.”

page 29

Session 4: The Board Chair/CEO

Partnership – “Chief Sustainability Officers”

46

IN THIS SESSION:

The Board Chair/CEO Partnership (Ed)

Table Time (Coaches)

Tool: Annual Board Member Self-Assessment (Mike)

Tool: Annual CEO Assessment (John & Dorothy)

“First among

equals.”

page 30

CONSIDER:

Indifferent or bad governance can do real

harm to your organization.

Good governance is foundational to the

organization’s effectiveness.

In the long run, your organization will be no

stronger than its board.

What might change if the board chair and

CEO viewed their roles, in part, as…

Chief Sustainability Officers?

And…

The board will be no stronger than the board chair/CEO

partnership.

“Success…will follow.”

“If these two organizational

leaders have a private compact

to do whatever is necessary to

make each other successful, the

success of the board and the

organization will follow.”

The Nonprofit Board Answer Book http://urgentink.typepad.com/my_weblog/2012/05/the-nonprofit-board-answer-book-3rd-edition.html

http://urgentink.typepad.com/my_weblog/2012/05/the-nonprofit-board-answer-book-3rd-edition.html














The Leadership Fulcrum

“Board chairs and executive

directors comprise the key

leadership fulcrum of nonprofit

organizations. . . Building and

nurturing this relationship must

be a priority.”

“The Board Chair-Executive Director Relationship:

Dynamics that Create Value for Nonprofit Organizations” https://www.wwcc.edu/CMS/fileadmin/PDF/Learning_Center/board-chair-executive-director-relationship-hiland-scnm-journal08-2.pdf

ful·crum ˈfo͝olkrəm,ˈfəlkrəm/

https://www.wwcc.edu/CMS/fileadmin/PDF/Learning_Center/board-chair-executive-director-relationship-hiland-scnm-journal08-2.pdf



















How the two of you

• COMMUNICATE

• SUPPORT EACH OTHER • WORK TOGETHER

effects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.

51

The key to strong governance The key to strong governance

How the two

• COMMUNICATE

• SUPPORT EACH OTHER • WORK TOGETHER… …affects the board’s efficiency and effectiveness, ability to attract and retain quality members, and the level of engagement by individual members.

How the two of you

• COMMUNICATE



52


How the two

• COMMUNICATE

• SUPPORT EACH OTHER • WORK TOGETHER… …impacts the CEO’s morale, sense of competence, and effectiveness in doing the job.

How the two of you

• COMMUNICATE



53


How the two

• COMMUNICATE

• SUPPORT EACH OTHER • WORK TOGETHER… …determines the effectiveness of the organization as a whole and spreads through all its operational aspects.

How the two of you

• COMMUNICATE



54


CEOs/Board Chair

Assignment/Affirmation:

• We connect regularly.

• We pray and plan together

• We keep things current.

• We debrief every time.

• In conflict, we get help.

Session 4: page 31

THE BOARD CHAIR/CEO PARTNERSHIP

TABLE TIME

3

INSIGHTS

20

MINUTES

55

Session 4: TOOL: Annual Board Member Self-Assessment

Tools & Templates Binder: Tab 15; Book 2 of 2: p. 32, 41-46

Where are you?

Annually

Occasionally

Never

Where do you want to be?

__________________

56

“#4. What aspect of your service on the board has been the least

satisfying and [least] enjoyable?”

Session 4: TOOL: Annual Board Member Self-Assessment

Tools & Templates Binder: Tab 15; Book 2 of 2: p. 32, 41-46

TABLE TIME

5 minutes

Where do you want to be?

__________________

57

“#4. What aspect of your service on the board has been the least

satisfying and [least] enjoyable?”

Session 4:

TOOL: Annual CEO Assessment

Tools & Templates Binder: Tab 13; Book 2 of 2: p. 33-40

One

Approach (p. 34)

Phase 1: Pre-work

Phase 2: Board Meeting

Phase 3: After the Board Meeting

Phase 4: Coaching (if needed)

58

Session 4:

TOOL: Annual CEO Assessment

Tools & Templates Binder: Tab 13; Book 2 of 2: p. 33-40

TABLE TIME

5 minutes

What is your next step?

To be completed by: _____, 2017

59

BREAK!

3:45 -4:00 p.m.

60

Session 5: Strategic Tools & Templates for

Board Best Practices and Sustainability (p. 47)

Plus:

Effective Board

and

Committee

Meeting Tips

61

“At least once every five years, every form should be put on

trial for its life.” –Peter Drucker


Board Best Practices and Sustainability (p. 48)

Why are tools and templates so

important?

Read:

“What Makes Boards Great”

Harvard Business Review

Trust: The Firm Foundation for

Kingdom Fruitfulness,

by ECFA President Dan Busby

100 Trust quotes: www.ECFA.org/trust

62

http://www.ecfa.org/trust


Board Best Practices and Sustainability

RESOURCE #1: page 49

Tools &

Templates

Binder

Priority: A B C

Point Person

63



Tools and Templates Binder

Tab 2

Board Policies

Manual (BPM)

64




Tab 3

Prime

Responsibility

Chart

65

Prime Responsibility Chart – “Version 6” AP = Approval Required

P = Prime Responsibility

A = Assistant Responsibility

Board Finance

Comm.

CEO CFO

Budget Policies AP P A

Non-budgeted expenditures

under $5,000

AP

Annual Budget AP AP A P

CEO Standards of

Performance

AP P

CEO Performance Review P

66




Tab 4

CEO’s Monthly

“5/15” Report

to the Board

67




Tab 5

CEO’s Annual

S.M.A.R.T. Goals

and Monthly

Dashboard Report

68



Tools and Templates Binder: Tab 5

CEO’s Annual S.M.A.R.T. Goals

and Monthly Dashboard Report

"Earlier I discussed Dr. Gail Matthew's research that

individuals with written goals were 39.5 percent more

likely to succeed. But there's more to the story.

Individuals who wrote their goals and sent progress

reports to friends were 76.7 percent more likely to

achieve them." 69




Tab 6

Quarterly Board

Meeting: Agenda &

Recommendations

70




Tab 7

Board Nominee

Orientation Binder:

Table of Contents Can prospects spell “sustainability?”

71




Tab 8

Board Member

Annual Affirmation

Statement (detailing the 3 Board Hats)

72




Tab 9

Job Descriptions Board Chair

CEO “Chief Sustainability Officers”

73




Tab 10

Board Retreat

TrendSpotting

Exercise

74




Tab 11

StrengthsFinder

Chart One-page template (Excel)

Two-pages: 34 “themes”

75



Tools and Templates Binder: Tab 12

The Rolling 3-Year

Strategic Plan Placemat

76




Tab 13

Board’s Annual

Evaluation of the

CEO: “Chief Sustainability Officer”

77




Tab 14

Board Retreat Read-

and-Reflect Worksheets OPTION 1: Owning Up, by Ram Charan

OPTION 2: Peter Drucker’s Five Most Important Questions, by Peter Drucker

OPTION 3: Called to Serve (Max De Pree)

78




Tab 15

Board’s Annual

Self-Assessment

Survey

79




8 Tips on

Board

Best Practices

Priority: A B C

Point Person

80

Leverage

“Heavy Lifting”

Tip #7




Fast

Feedback

Tool

Priority: A B C

Point Person

81



RESOURCE #4: page 52-53

“10 Habits at the

heart of exemplary

board governance”

Priority: A B C

Point Person Rebekah Basinger: “Exemplary boards track, assess, measure,

and expect that the organization is living up to its mission.”

82



“We are blind to the obvious

and blind to our blindness.”

83




84

RESOURCE

#6

pages 55-56

Pop Quiz

Worksheet




Effective Board and

Committee Meetings

BASIC TIPS

Priority: A B C

Point Person

85



TABLE TIME (p. 58)

…until 5 p.m. (or 6 p.m.!)

86

Optional!

TABLE TIME UNTIL 5:00 p.m.

Table Time or Break: 5:00 – 6:00 p.m.

Reception: 6:00 p.m.

Dinner: 6:30 p.m.

STRATEGIC NEXT STEPS Note Taker

Round-the-Room Insights

Summary or Consensus

Possible Next Steps

TOPIC: What tool(s) or template(s) might

be the solution(s) to our current

challenge(s)?

87

Session 6: With Dessert (7:15 p.m.)

THE BOARD’S STEWARDSHIP ROLE

88

89

Thursday

7:00 am – Breakfast

8:00 am – Sessions

3:00 pm - Adjourn

90

Permission Granted!


Copyright © 2017 by John Pearson and M.J. Murdock Charitable Trust. All rights reserved.

Permission granted to photocopy pages from Book 1 of 2 and Book 2 of 2 and download the PowerPoint for use within your organization.

Terry Stokesbary, Senior Program Director

M.J. Murdock Charitable Trust

703 Broadway, Suite 710, Vancouver, WA 98660

Office: 360-694-8415 - Fax: 360-694-1819

[email protected] - www.murdocktrust.org


John Pearson

Board Governance & Management Consultant

John Pearson Associates, Inc.

P.O. Box 74985 - San Clemente, CA 92673

Office: 949-500-0334

Email: [email protected]

www.ManagementBuckets.com


welcome, cohort 4! may 3-4, 2017 - m.j. murdock...

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