Nov 28, Sherry rated it really liked it. A necessary read for all who are in nonprofit leadership. Every once in a while a book comes along that changes everything. This is one of those books These authors were recruited by BoardSource, one of the most trusted names in nonprofit organizing, to study models of effective board structures and help all of us ease in to the 21st century with some new strategies for increasing the engagement and impact of nonprofit boards of directors. The term "governance" which, thankfully, is increasingly in use Every once in a while a book comes along that changes everything.
The term "governance" which, thankfully, is increasingly in use these days refers to the set of responsibilities and obligations that belong uniquely to the board of directors. This distinguishes it from "management" or "daily operations" which belong to staff. Many models of board governance have been put forward over the years, including one or two so reviled in the field today they are no longer mentioned by name.
They tended to focus on drawing those clear distinctions, training board members on what to keep their hands off of, and setting up chains of command.
Governance as Leadership: Reframing the Work of Nonprofit Boards
While the Governance as Leadership model does recognize the different responsibilities of board and staff, it makes room for the gray space between where board and staff both benefit from having access to each other's way of thinking. Governance as Leadership creates a framework for understanding the purpose of the board, which leads to greater engagement of board members and increased effectiveness of their organizations. When board and staff work together to co-create the future, they make it more likely they will achieve it together. The three pillars of Governance as Leadership are described as "modes", three co-equal purposes of a nonprofit board.
Most of us are pretty familiar with the fiduciary mode. That's what the laws all address and what we all give and get training on regularly.
Governance as Leadership: Reframing the Work of Nonprofit Boards by Richard P. Chait
Set a budget, monitor the programs, make sure the CEO is doing his or her job. The second mode is also familiar, though less regularly done by boards: This is the act of choosing priorities and thinking through the best ways of getting where we want to go from where we are. How do we invest our time, money, and other resources? What opportunities may be coming along that can help us further our mission? Some boards play act at this and others do it well, usually depending on the CEO, but most board members find this level of discussion more engaging than merely reviewing a balance sheet or an executive performance evaluation.
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- Violent Phenomena in the Universe (Dover Science Books).
It's the third mode that has the most potential to revolutionize the nonprofit field, and has certainly brought change to my consulting practice. It has an unfamiliar name - "generative" - and will require some explanation, but volunteer board members are going to love this. Governing in generative mode is co-creating the organization: This is the stuff that makes the biggest difference to success and CEOs who share this work with their boards will find that the trustees are more involved, more enthusiastic, and more likely to remain with the organization um, and raise funds for it.
Board members recruited for their talent and experience will be glad for the opportunity to contribute their talent and experience.
Smart CEO's will be glad for that, too. From now on, I will start every new contract for board development and strategic planning work with a presentation on Governance as Leadership.
I'll add this model to my consulting firm's values and information about "how I work. Sure, we can help prevent board members from "micromanaging" daily operations, but not by giving them a position description that says "thou shalt not. What am I waiting for? There's work to do! Aug 27, David rated it it was ok. So for instance if the clock were dialed back a couple years and American U plan to build new law school campus were brought to the board for consideration, don't just ponder Lots of introducton of jargon, repetition of key points, and one-liners about successful consultations with boards.
I could have used a couple of extended real examples. Here's a board that screwed up by failing to exercise leadership, and here's a contrast case that went well. Oct 29, Kristin rated it it was amazing. Chait and his co-authors present a powerful new framework within which non-profit boards can become more highly effective and engaged by working effectively within each of three modes and matching the best mode to the task at hand. The modes are the fiduciary, the strategic and the generative.
While the fiduciary and strategic modes are well known, much less discussed and thought about in terms of how it relates to governance is the generative mode. This is where sense making and framing of prob Chait and his co-authors present a powerful new framework within which non-profit boards can become more highly effective and engaged by working effectively within each of three modes and matching the best mode to the task at hand. This is where sense making and framing of problems and opportunities occurs. Chait et al build a strong case for the opportunity for non-profit executives and boards to strengthen organizational leadership and board engagement through learning to govern in the generative mode as well as fiduciary and strategic.
This book has been around for a few years and has really shaken up the nonprofit community. There are three types of board leadership: Type 1 Fiduciary where boards are concerned primarily with the stewardship of tangible assets; Type 2 - strategic where boards create a strategic partnership with management; and Type 3 the generative mode where boards provide a less recognized but crritical source of leadership for the organization - framing the questions for robust discussions.
Aug 13, Katy rated it really liked it Shelves: It's stimulating needed changes, helping us to analyze the source of some of our frustrations of how things have been done, and providing a common language to do something new. Aug 24, Janice rated it really liked it Shelves: Read this one for work.
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A new board chair asked all board members and leadership to read this at the same time. Sparks some interesting thinking, and helps shift the focus of what the board should be talking about. I'm looking forward to the changes. Mar 28, Tom Blumer rated it it was ok. Having served, and currently serving on, many different non-profit boards, I was interested to see if I would learn much new with this book.
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Although there were some interesting points made, I found the book to be less than a riveting read. Aug 11, Cynthia rated it liked it. If you are on a non-profit board and you are wondering why and what you can really contribute. It is an easy-to-read book about governance that will make you think about your responsibilities as a board member in a different way. Dec 29, Bryan rated it liked it Shelves: A good introduction to current thinking about what non-profit boards should do - and how they should do it.
Looks like you are currently in Russia but have requested a page in the United States site. Would you like to change to the United States site? Chait , William P. Ryan , Barbara E. His research and consulting focus is on nonprofit governance and college and university management. He was recently honored as one of Harvard University's "outstanding teachers. His work focuses on nonprofit organizational effectiveness and foundation strategy. TAYLOR is a researcher and consultant to nonprofit organizations whose work focuses on trusteeship, executive search, and organizational planning and assessment.
She is a senior consultant with the Academic Search Consultation Service and a former vice president of the Association of Governing Boards of Universities and Colleges. Permissions Request permission to reuse content from this site. Reframing the Work of Nonprofit Boards. Added to Your Shopping Cart.
Description A new framework for helping nonprofit organizations maximize the effectiveness of their boards. Written by noted consultants and researchers attuned to the needs of practitioners, Governance as Leadership redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: Informed by theories that have transformed the practice of organizational leadership, this book sheds new light on the traditional fiduciary and strategic work of the board and introduces a critical third dimension of effective trusteeship: It serves boards as both a resource of fresh approaches to familiar territory and a lucid guide to important new territory, and provides a road map that leads nonprofit trustees and executives to governance as leadership.
Governance as Leadership was developed in collaboration with BoardSource, the premier resource for practical information, tools and best practices, training, and leadership development for board members of nonprofit organizations. Through its highly acclaimed programs and services, BoardSource enables organizations to fulfill their missions by helping build effective nonprofit boards and offering credible support in solving tough problems.
For the latest in nonprofit governance, visit www. Table of contents Reviews About Boardsource.