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This issue of the Carver Guide is presented to advise what ought to be the role of the CEO if the board is using the policy governance model. Carver seeks to establish broad discretion by the CEO to meet the expectations of their governing board. Issues such as: ideal CEO responsibilities, CEO-board relationship, and faults of traditional CEO roles. Key Terms: board governance, board leadership, board management, CEO roles, CEO/Board relations, communications, governance,
Pitfall:
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Taking the CEO's Word for Everything
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An essential role of the Board is to monitor the CEO, both to promote good behavior and to prevent unacceptable behavior.
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Having Unclear Roles of the Board and CEO
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The board should develop detailed roles and responsibilities for each board member, specific to each role. The CEO's role and responsibilities should also be clear, so there should be an explanation of how the CEO should interact with the board and at board meetings.
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This course prepares users to demonstrate competent, passionate, accountable and ethical leadership within their organizations. The course involves good practice information combined with self reflection to result in a personalized approach to governance planning and implementation. Key Terms: board development, board management, CEO performance evaluation, governance, orientation, policies, retention, revitalization, roles and responsibilities, term limits
Preferred Practice:
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Set Ambitious and Specific Goals
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Goals that are set high are excellent motivators and they can always be modified if they are found to be set too high - or too low.
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Have A Board Member Contract
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New board members should sign this document spelling out expectations; continuing members should review the document annually.
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This Web site features a variety of articles on board hints, recent research and good governance. A searchable bookstore with books on governance, recruitment, self-assessment and more is also included.
Preferred Practice:
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Have A Policy Promoting Pluralism and Diversity within the Organization's Board, Staff, and Constituencies
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Organizations vary widely in their ability to demonstrate pluralism and diversity. Every organization should establish a policy that is consistent with its mission statement and fosters inclusiveness such as an affirmative action program.
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Have No More than One Paid Staff Person Member
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Usually the only paid staff member is the chief staff officer and he/she shall not chair the board nor serve as treasurer.
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Recruit New Board Members Effectively
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Clarify the organization's expectations about Board members and fundraising up front and discuss how the prospective volunteer can get involved; do not assume the new Board member understands this role and do not assume he or she will just “get it.”
Pitfall:
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Having a Board That is Not Representative
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Match the diversity of your board and staff to the diversity of the people in your community of supporters and clients.
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Electing a Board Member Because of Their Needed Skill Alone
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Elect board members because of both their needed skills and their interest in the organization, making sure that each board member is committed to the mission of the organization.
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This article discusses succession planning, which is a difficult topic that many times is not raised by the board nor by the executive director. However, a plan and discussion are needed for the organization’s health and smooth leadership transition. Key Terms: board, CEO/board relations, communication, community impact, executive director, fund development, future planning, governance, leadership transition, succession planning, values, vision
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