Good Governance:
The Context for Innovative Board
Leadership
Elizabeth Scott
Brighter Strategies
Governance
oThe process of providing strategic leadership to a nonprofit
organization.
oIt entails the functions of setting direction, making policy and
strategy decisions, overseeing and monitoring organizational
performance, and ensuring overall accountability.
oThe regulatory bar on board performance is going up.
oOversight is necessary but not sufficient to define the work of
an effective board.
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Ten Board Responsibilities
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Determine organization’s mission and purpose
Select the chief executive
Support the chief executive and assess performance
Ensure effective organizational planning
Monitor and strengthen the organization’s programs and
services
Ensure adequate financial resources
Protect assets and provide proper financial oversight
Recruit and orient new board members and assess board
performance
Ensure legal and ethical integrity and maintain
accountability
Enhance the organization’s public standing
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Governance as Leadership
The board "decides what to decide"; discerns challenges and opportunities; and
probes assumptions, logic and the values behind strategies.
Type I
Type II
Type III
• Operational
• Strategic
• Generative/Visionary
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Governance Models
Type II - Strategic
Type I - Operational
•
Staff and Board define problems and
opportunities; develops, approves and
monitors formal plans.
•
Board and management think
together to discover strategic priorities
and drivers.
•
Board structure parallels administrative
functions. Premium on permanency
•
Board structure mirrors strategic
priorities. Premium on flexibility.
•
Board meetings are process driven.
Function follows form. Protocol rarely
varies.
•
Board meetings are content driven.
Form follows function. Protocol varies
often.
•
Staff transmits to Board large quantities
of technical data from few sources.
•
Board and staff discuss strategic data
from multiple sources.
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Type III – Generative/Visionary
– Exceptional boards
institutionalize a culture of
inquiry, mutual respect, and
constructive debate that leads
to sound and shared decision
making.
– They seek more information,
question assumptions, and
challenge conclusions so that
they may advocate for solutions
based on analysis.
– They provide a less recognized
but critical source of leadership
for the organization.
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



What should be atop the
board’s agenda next year?
What are the most attractive,
least attractive, most worrisome
aspects of the proposed
strategic plan?
What external factors will most
affect the organization in the
next year?
What are we overlooking at the
organization’s peril?
What is the most valuable step
we could take to be a better
board?
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5 Tools for Innovative Board Leadership
1. Board Assessment for
Growth & Development
2. Targeted Recruitment
3. Strong Committee Structure
4. Accountability through
Commitment Agreements
5. Focus on Generative
Governance (Big Questions)
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Tool #1
Board Assessments
o Know who is really on your board
– What are their motivations for being on your board?
o Ask your board:
– When you joined the board, did you have ideas on how you would help
the organization that haven’t happened?
– What would you like to get to help you be a better board member?
o How confident are you that most or all board members:
–
–
–
–
Understand the mission and purpose of the organization?
Act as ambassadors?
Follow through on commitments?
Understand the respective roles of the board and staff?
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Tool #2
Targeted Recruitment
o Know who you really need on your board
– Use a board skills matrix and identify gaps in board needs
o Recruit individuals who have deep experience
o On Boarding
– There should not be any surprises
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Tool #3
Build Board Committees
o Achieve strategic & operational goals
o Important for carrying out Generative Governance
o Direct influence on board member engagement
o Engage non-Board members in committees (pipeline)
o Well-defined committees
o
o
o
o
o
o
Clear strategic & operational focus
Written committee descriptions
Use Task Forces when necessary
An effective committee chair with accountability to the board
Members thoughtfully appointed
Well-run meetings
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Tool #4
Accountability through Board
Member Commitment Agreements
o Meet Board member motivations for board service
o Clarify individual responsibilities & expectations
o Identify opportunities to provide ED support
o Use Commitment Agreements
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Tool #5
Identify Big Questions
o Establish board priorities
o Link to strategic planning
o Keeps board members engaged
o Implications for board meetings & discussion
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Take it with you!
o Identify what YOU control and can affect
– Just do it!
o Frame the conversation with board leadership
– Planning your next strategic plan, board retreat, annual
meeting
– Establishing your annual performance goals
– Conduct a board assessment
o Draft a Board Commitment Agreement
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About Us
Brighter Strategies is an organizational development firm specializing in strategic
planning, process improvement and leadership development for nonprofits and the
public sector.
Brighter Strategies
6533 Arlington Blvd, #2414
Falls Church, Virginia 22042
www.brighterstrategies.com
703-224-8100
liz@brighterstrategies.com
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