Recently I drove six hours in one direction to facilitate a workshop and then I drove another six hours home. (You might be wondering – why not fly? That was the original plan until I realized that it was actually going to take longer than driving.)
I wanted a thought-provoking companion for the trip. So, I listened to the book: “Life is in the Transitions” by Bruce Feiler (2020).
The book is a fascinating look at the process of personal transitions. It counters long-held ideas that everyone experiences transitions in similar ways, at similar times in their lives and in predictable sequences. Instead, Fieler talks about non-linear ways people change.
It was a long drive, and I started thinking about the journey that boards take in implementing Policy Governance.
Boards differ in what prompts them to start change:
- Some realize that even though they are relatively functional, they don’t feel they are optimizing their performance.
- Some have been fighting fires for too long and know they need to do something different.
- Still others, have members who have been on other boards that used Policy Governance and convinced the board it’s a better way
- Sometimes the CEO introduces Policy Governance to the board because she is frustrated by the ongoing involvement in operational detail.
And so, some boards will proceed in a linear fashion. They become familiar with the principles in order to get into policy development. They are eager to learn how to reshape their meetings and engage with those on whose behalf their boards govern. They learn how to assess monitoring reports.
Another board takes a circular approach. Board members become familiar with the principles but are impatient to get into the “real work.” So, the board jumps into writing policies and gets the CEO to write monitoring reports.
Then a board member reads an article or attends a webinar or conference and realizes the board “has a few things” that aren’t really consistent with Policy Governance. So. the board decides to learn more about monitoring, which is a great idea. That is, until the board, along with the CEO realize the policies don’t follow the principles of policy sizes.
And so, their journey becomes a series of one step forward, circle back, another step forward, circle back…
Or, a board decides to adopt the policies and practices from another board using Policy Governance. But the first board discovers as it moves forward, there are policies that don’t really fit its context. So, it looks at the policies of yet another board and adopt some of those.
That works for a while and it develops some ways of monitoring and orienting new board members that seem to be working. And then a new member is recruited because he had been boards that use Policy Governance. At his first meeting he informs the board that what they are doing is NOT Policy Governance.
Whatever circumstances led to your board adopting Policy Governance and wherever you are in the journey to achieving effective board performance, you can choose actions that will move you forward or further enhance your performance.
We suggest every board consider at any point in its journey engaging the services of a coach.
Perhaps you are looking for someone to introduce your board to the principles of Policy Governance and how it compares to how your board is currently working. Perhaps you have several new board members and they’re struggling with some of the ways in which Policy Governance is different from their experience in other boards.
You may look to review and update your Ends policies. Or maybe your board looks for an approach that will help it develop future focus.
Just as individuals move through transitions in their lives in different ways and need to figure out the next steps, boards also follow different paths in their journey to excellence in performance.
If you would like us to join you on your journey, even for a few steps, we would be happy to have a conversation with you.
1. Book a discovery call
This is a free no-obligation conversation to learn how working with us could support your board in achieving role clarity, proactive risk management, and future focus. Learn if a customized workshop, online learning course, or ongoing coaching might be just what your board needs. Book your call today!
2. Sign up for our upcoming virtual course
Assessing Monitoring Reports starts on October 17th. Sign up here!
3. Learn even more about governing with excellence!
Check out the June 2018 issue of REALBoard™ Advisor that you can download at no charge. REALBoard Advisor™