1) Leading to Create Courageous Ends
In this thought-provoking session, participants will explore the critical leadership role of Boards in creating courageous Ends. Board leadership is essential to ensure organizational focus and impact. Dive into the concept of Ends as critical outcomes, which focus on those served and specify the value of these outcomes. Explore how Boards can inform their Ends leadership and the importance of generative and high-level strategic thinking in shaping organizational direction. Participants will gain insights into the essential qualities of Board courage and perseverance, especially when making challenging Ends (Critical Outcomes) decisions that require clarity, focus, and future-oriented leadership.
This session will emphasize the need for Boards to embrace a generative and strategic mindset, recognizing that no organization can achieve all the good that needs to be done. Through thoughtful Ends Policies, Boards can lead with purpose and ensure their organizations focus on what matters most. Attendees will leave with practical tools and inspiration to lead their organizations through Ends direction with confidence, clarity, and courage.
Those who attend this session will:
- Develop a sophisticated understanding of Ends (Critical Outcomes)
- Understand the Board’s authoritative and leadership role in developing and measuring progress towards those Ends.
- Explore the role of generative and high-level strategic thinking and direction in developing Ends
- Know the difference between strategic direction and a strategic planning
- Appreciate the role of Board leader character in:
- developing and setting Ends
- pressing the CEO and the organization toward achieving those Ends
- Discuss the responsibility of governing through obstacles
2) Board Monitoring the CEO/Organizational Performance – Board Skill and Courage to Monitor Well
- What is the fundamental purpose and the extended purposes of monitoring the CEO
- How does this help inform our future?
- What are the core elements of an effective CEO Monitoring Report to the Board?
- How does the CEO’s Policy Interpretation fit into the CEO Monitoring Reports?
- What key questions should the Board ask the CEO regarding Ends (Critical Outcomes) and Executive Limitations Monitoring Reports?
- What is the Board really saying when it approves an CEO Monitoring Report to the Board?
3) Careholdership (Ownership)/Board Engagement and Linkage
The relationship between a Board and its careholders is a complex and important one. The most successful Boards know that careholdership/ownership relations should be more than going through the motion. Like any good relationship, it takes work to build a base of respect, communication, and shared values. Improving engagement with your careholdership/ownership is an opportunity for the Board to increase the focus and relevance of the organization’s purpose and its intended effects/outcomes and to clarity who it serves. Clear and consistent communication with careholders gives the Board ongoing insight into changes in the environment. We all know “why we engage the careholdership;” but we need to know more about “how” to do it. What does it look like to have meaningful conversations? Lear key strategies that will help guide intentional relationships. Learn how to leverage that connection to define Ends Policy expectations that connect to your careholdership/ownership values.
- Why does the governing body need to be actively linking with, educating, and listening to the broader careholdership (beyond Board Members) in order to be fulfilling its governance? Is this really needed? Is it really possible?
- What are practical/feasible methods to engage, educate, and listen to the broader careholdership (ownership)?
- Examples of Board learning through careholder engagement
- How might the organization advance its Board work in this space?
- What could/should the Board talk to the broader careholdership about?
4) Board Dynamics, Culture, Commitment, Engagement, and Leader Character Dimensions
Governing Boards are made up of a cast of characters/people. People demonstrate different levels of beliefs and competencies in leadership behaviours which are shaped by people’s leader character. Learn about how it is possible that a Board with an excellent technical governing system or approach to governance, can still not achieve governance excellence and not deliver on the Board’s expected results if the Board leader character as a whole is not optimal, inspiring, and trusted. Examine the “people factor” related to Board culture and Board leadership behaviors and how they can significantly influence Board success… and how Boards can build and enhance their leader character as an entity.
This session would:
- Refresh the basic connection of Board culture (values and leadership) with the major components of Board governance (Board job products, process, structure) and learn the components of Leader Character and how these interact – an overview of research in Leader Character.
- Use a group scenario on decision-making, study leader characteristics in action.
- Evaluate Board Leader Character in action and/or the absence of it while studying short Board of Director cases.
- Study how Councils can cohesively build and strengthen their cohesive leader character.
- Summarize critical learning to be applied going forward.
5) Navigating Tough Conversations in the Boardroom: In Our Polarized World How Can We Talk and Work Together to Move Forward?
We are living in a unique time, on one hand, communication has never been so easy, text messaging, zoom calls, video conference, facetime, talking has never been so easy…but is it really? While the number of communication technologies expand constantly, divisive conversations are on the rise and there is an overwhelming pattern of talking “at” people rather than “with” them. So, if the quality of our conversations directly correlates to the quality of relationships, decisions, and life, it’s time to stop and take stock. Each of us contribute to this new normal, so as leaders, governors, and colleagues we need to consider how to best engage and interact with those around us.
This session would go behind the curtain of truly effective leadership dialogue. To explore what it takes to convene better, more connected conversations, to constructively explore our differences and as a result, build relationships and trust. Strong leaders know how to breathe new life into old problems, but they also know they can’t go it alone. Together we would tackle key roadblocks to meaningful conversations and share tools to transform the way we come together.
6) Board Decision-Making – How People Can Effectively Arrive at Key Board Conclusions/Directions/Policy – A Deep Dive into the Board’s One Voice and Its Effective Decision-Making Processes
Critical decision-making is one of the most important Board processes in building Board excellence and significant Board impact. The challenge is that many Boards are not aware of some of the key characteristics of sound decision-making processes and further, even more dangerous, they are not aware of the key biases that can enter into Board decision-making. This session will explore and compare/contrast typical Board decision-making processes WITH the principles around effective Board decision-making. We would use an effective Board decision-making framework to explore some of the villains in Board decision-making processes, i.e. how “hidden bias” and “rush to the finish” can distort effective Board decisions.
This session would:
- Study an example of frequently used Board decision-making and its impacts.
- Co-create an effective Board decision-making framework and process to evaluate the implications of using such a framework.
- Study the villains hidden in Board decision-making and strategies to avoid these derailers of good decisions.
- Build a strategy and/or tools to introduce effective decision-making at the Board they work with and serve.
The session would also explore:
- What can be done to ensure that we follow effective sound decision processes when serving on Boards?
- What trends get Boards off track?
- What are the barriers and impediments to making better decisions as Boards?
7) Generative Thinking Skills
A continuing education session for a Board on the subject of generative thinking skills would focus on equipping Board Members with tools and techniques to enhance strategic foresight, creativity, and critical thinking in governance. The session would explore how generative thinking can help Boards navigate complex challenges, foster innovation, and improve decision-making by encouraging a forward-thinking mindset. This content would also include frameworks for conducting deeper discussions about emerging trends, opportunities, and risks that align with the organization’s mission and strategy.
Key elements would include learning generative thinking techniques, applying them in governance contexts, and integrating these approaches into the Board’s culture and practices.
Additional Elements:
- Frameworks for Generative Thinking: Training on methods like scenario planning, design thinking, and systems thinking to help Board Members generate creative solutions and explore new possibilities.
- Governance Questions for Reflection: A set of governance-focused questions to guide discussions, such as:
- “What opportunities are we missing because we are focused on the immediate challenges?”
- “How might shifts in technology, policy, or societal trends impact our organization in 5–10 years?”
- “What questions should we be asking to unlock innovative approaches to our key challenges?”
- Practical Exercises: Interactive case studies and group activities to practice generative thinking techniques, such as brainstorming sessions, root cause analysis, or visioning workshops.
- Ongoing Integration: Strategies for embedding generative thinking into Board agendas, committees, and governance cycles, ensuring it becomes a sustained part of the Board’s decision-making processes.
8) What Every Governing Board Needs to Know About Government Relations
Governing Boards play a critical role in shaping and responding to government policy, as policy decisions can directly impact their organization’s operations, funding, and strategic goals. Tracking policy direction enables Boards to anticipate changes, mitigate risks, and seize opportunities aligned with their mission. Boards must understand the basics of government relations, including the legislative process, regulatory frameworks, and key stakeholders, to effectively navigate the political landscape. While Boards can advocate for policy changes, their role is often advisory, helping to shape strategy and ensure compliance with lobbying and ethics rules. To influence government perspectives, organizations should adopt evidence-based approaches, build coalitions, and maintain regular, transparent communication with policymakers.
Key Points to Consider:
- Why monitoring emerging legislation and regulations is essential for organizational resilience.
- The importance of aligning advocacy efforts with the organization’s mission and values.
- How to comply with legal requirements governing lobbying activities and political contributions.
- Strategies for fostering relationships with policymakers to create long-term partnerships.
- The role of data and storytelling in crafting persuasive policy positions.
9) Financial Skills for Board Members
Governing bodies play a crucial role in ensuring their organizations maintain a healthy financial position, even if not all members are financial experts. Board Members must develop a solid understanding of fundamental financial principles, including budgeting, cash flow management, financial reporting, and the sustainability of financial models. This knowledge allows them to effectively oversee the organization’s fiscal health and ask critical questions. These questions might include:
- Are we generating sufficient revenue to cover expenses and invest in our mission?
- How does our cash flow position affect our ability to meet short- and long-term obligations?
- What financial risks do we face, and how are we mitigating them?
Additionally, Board Members should review key financial statements, such as balance sheets, income statements, and cash flow statements, to evaluate the organization’s overall financial health and ensure alignment with strategic goals. Regular financial analysis and scenario planning are essential for identifying potential vulnerabilities and ensuring sustainable growth.
Key considerations include:
- Budget Alignment: Does the organization’s budget align with its strategic priorities and mission?
- Financial Reserves: Are we maintaining adequate reserves to weather unforeseen challenges?
- Diversified Revenue Streams: Are we overly reliant on a single source of funding?
- Financial Trends: What do year-over-year financial trends indicate about our financial sustainability?
- Compliance: Are we adhering to all regulatory and reporting requirements?
By focusing on these areas, governing Boards can fulfill their fiduciary responsibilities and strengthen the organization’s financial foundation.
10) Appreciative Inquiry for Boards: Enhancing Board Culture and Decision-Making
Appreciative Inquiry is a collaborative, strengths-based approach to organizational development that emphasizes identifying and leveraging the positive core of a group or organization. For Boards, understanding appreciative inquiry can foster a more constructive and innovative Board culture by shifting the focus from problem-solving to possibility-seeking. This philosophy helps Board Members navigate complex challenges with a mindset of curiosity and shared purpose.
Key Takeaways for Board Members:
- Shifting Perspectives: Learn how to frame discussions around opportunities and strengths rather than dwelling on deficiencies or problems.
- Building Trust: Foster a culture of respect and open dialogue by emphasizing shared values and positive contributions.
- Enhanced Decision-Making: Improve strategic planning and governance by focusing on creative solutions that align with the organization’s mission and core strengths.
- Facilitating Engagement: Use appreciate inquiry methodology to engage diverse perspectives and encourage collective ownership of decisions.
- Sustaining Momentum: Apply appreciative inquiry principles to nurture ongoing growth, innovation, and resilience within the Council and organization.
By integrating appreciative inquiry into their governance processes, Boards can create a more cohesive, forward-thinking culture that inspires visionary decision-making and sustainable organizational impact.
11) Policy Driven Governance – Why Board Policies? Do They Really Make a Difference… and Is this Really Governing?
Boards collectively, collaboratively use the Board voice to lead the organization in strategic direction and protection of the organization i.e. in governance of risk. Effectively using and updating the Board’s voice by updating the Board’s policy direction is a critical function of governance. All Boards are at the risk of their policy being in place for an extended period and the content of those policies becoming less familiar and less relevant.
This session will speak about the policies, what kind of Board policies the Board should be developing, what are some of the developments and direction in modern governance, what subjects governing bodies should be including in their policy sets.
The session will also identify what does a genuine policy review look like, what are some of the questions the Board should ask itself when it is conducting a Board policy review?
12) Board Evaluating the Board Structure, Process, and Culture/Dynamic – Does Self-Reflection Really Help?
An effective Board sets the tone for organizational success by modeling accountability and continuous improvement. Evaluating the Board’s own performance is a crucial governance practice that demonstrates a commitment to leadership excellence and ensures alignment with the organization’s purpose and goals. Self-reflection allows the Board to identify strengths, address weaknesses, and adapt to emerging challenges. Without this intentional introspection, Boards risk stagnation or misalignment which can have an impact on organizational impact priorities. Just as Boards expect CEOs to engage in self-assessment and monitor organizational progress, Boards must lead by example, showcasing a commitment to the same principles of transparency, adaptability, self reflection, process rigour, and continuous improvement.
Practical Methods for Board Self-Evaluation:
- Annual self-evaluation effectiveness surveys to gather feedback from Board Members on performance, roles, and dynamics.
- Regular facilitated discussions focused on Board goals, priorities, and collective effectiveness.
- Peer evaluations to provide constructive feedback among directors.
- Review of governance practices to ensure policies and processes align with best practices and the Board’s governance philosophy.
- Board self-evaluation of both its own interpretation of governing policies which direct the Board and evaluation of the Board’s achievement of such policies, including Governance Process Policies and Board-Staff Relationship Policies.
- What are efficient and meaningful ways the governing body can conduct such evaluations as the governing body without delegating this Board job to the CEO and staff?
- When and how should the governing body assess its structure, its processes, and its culture/dynamic?
- Benchmarking against industry standards to measure performance against comparable organizations.
- Periodic external evaluations by governance experts for unbiased insights and recommendations.
- Actionable Board work plans/strategic agendas based on evaluations to implement improvements and track progress over time.