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More About This Title Reinventing Your Board: A Step-by-Step Guide to Implementing Policy Governance, Revised Ed.
English
Carver’s groundbreaking Policy Governance model is the best-known, respected, and talked about governance model in the world and has fundamentally influenced the way organizations are governed. Reinventing Your Board, second edition, is a hands-on, step-by-step guide that puts the model to work in the meeting-to-meeting lives of board members. It includes new policy samples and a new chapter on monitoring performance, as well as other practical “put-the-model-in-motion” advice. This popular and highly successful companion to Boards That Make a Difference contains the nuts-and-bolts materials needed for implementing Policy Governance. The authors illustrate effective board decision making, show how to craft useful policies, and offer practical advice on such matters as setting the agenda, monitoring CEO performance, defining the board role, and more. Step-by-step instructions and sample policies make this a must-have resource for boards in the public and nonprofit sectors aiming to govern their organizations with excellence.
English
Miriam Carver has worked with boards in both public and nonprofit sectors in North America, Europe, and Southeast Asia. She is coeditor of the bimonthly Board Leadership and coauthor of the books A New Vision of Board Leadership, The Board Member's Playbook, and the CarverGuide Series on Effective Board Governance.
English
Policies vii
Figures and Exhibits xi
Preface to the Revised Edition xiii
Preface xvii
Acknowledgments xxi
The Authors xxiii
Part One: Preparing for Change
1. Setting the Stage: Are You Sure You’re Ready for This? 3
2. The Theoretical Foundation: The Practicality of Sound Theory 17
3. Deciding to Implement Policy Governance: Looking Before You Leap 37
Part Two: Crafting Policies
4. Executive Limitations Policies: Optimizing Empowerment by Setting Limits 65
5. Governance Process Policies: Defining the Board’s Job 103
6. Board-Management Delegation Policies: Linking Governance to the CEO 133
7. Ends Policies: The Real Bottom Line 151
Part Three: Ready, Steady, Go
8. Monitoring Organizational Performance: Getting the Right Information About the Right Things 179
9. The Board’s Documents: Preserving the Board’s Decisions 199
10. Implementation and Beyond: Concrete Steps Mirror Conceptual Integrity 219
Resources
A. A Sample Board Policy Manual 233
B. Sample Ends Policies 257
C. Sample Monitoring Reports 269
D. Selected Readings 295
Index 297
English
--Mike Whitlam, adviser, UK Office of Communications (Ofcom) and former director general, British Red Cross Society, London
"This book has been an invaluable resource for our board members as we have adopted the Policy Governance model. It is an excellent road map for the implementation of the model, answering many practical questions and providing numerous examples of applications in a variety of settings. I strongly recommend it for any board wishing to improve its effectiveness."
--Sister Patricia Lorenz, CSJ, board chair, Carondelet Heatth, Kansas City, Missouri
"This clear and chair-friendly book is the ultimate how-to manual for a board determined to ensure the future as they would envision it. No chairman should be without it."
--George Dessart, former chair, board of directors, American Cancer Society, Atlanta
"John Carver is a revolutionary of the very best kind. Carver's Policy Governance model has provided the means for trustees to live out Greenleaf's challenge to boards to act as both servant and leader."
--Larry C. Spears, CEO, The Greenleaf Center for Servant-Leadership; editor, Reflections on Leadership,Insights on Leadership, Servant Leadership, and The Power of Servant Leadership; co-editor, Practicing Servant Leadership and Focus on Leadership
"What I value about John Carver’s thinking is that it provides a logical and coherent base, a unifying theory of governance that covers both the corporate and voluntary sectors, a universal definition of the difference between governance and management rather than the more usual approach of attempting to allocate functions between them."
--Sir Adrian Cadbury, former chancellor, Aston University; former director, Bank of England; chairman, UK Committee on Financial Aspects of Corporate Governance (source of the "Cadbury Report"); recipient of the 2001 International Corporate Governance Network award; author of The Company Chairman and Corporate Governance and Chairmanship
