1 / 11

Advanced Monitoring For CEOs

Advanced Monitoring For CEOs. IPGA Conference 2013 With Catherine M Raso, CMR Governance Consulting and Carol Gabanna, HRA. Monitor rigorously against pre-stated criteria Use different methods. Philosophy of Board’s Delegation to CEO. Prescribed ends Proscribed means

jason
Download Presentation

Advanced Monitoring For CEOs

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Advanced Monitoring For CEOs IPGA Conference 2013 With Catherine M Raso, CMR Governance Consulting and Carol Gabanna, HRA

  2. Monitor rigorously against pre-stated criteria • Use different methods

  3. Philosophy of Board’s Delegation to CEO Prescribed ends Proscribed means Any reasonable interpretation Pre-approval

  4. Erich Fromm “True freedom is not the absence of structure … but rather a clear structure that enables people to work within established boundaries in an autonomous and creative way.”

  5. Monitoring Monitoring ≠ Approval Always about the past, never the CEO’s plans (unless non-compliance is being reported) Policy language must be consistent (no “shall not fail to”) From the bottom up Not dictionary definitions

  6. Interpretations Operational Definitions Explains how a concept will be measured, i.e. metrics An observable procedure followed to measure an abstract characteristic Needs rationale, i.e. why that operational definition was chosen “Compliance will be demonstrated when…”

  7. Three (3) kinds of Monitoring Reports (MRs) Internal Reports (IRs) come from CEO, no matter who wrote them External Reports (ERs). The source should never be appointed or proposed by the CEO Board Direct Inspection (BDI). This needs to be approached carefully

  8. Parts of a Monitoring Report (1) Policy Words (re-stated) (2) Interpretation Declarative, operational definition with metrics (3) Rationale (Reasonableness) What would authorities, experts in the industry say? How will this look in the reality of my organization? (4) Data (Evidence/Proof) Must relate directly to the Interpretation (5) Certification of (non)compliance

  9. Ends Measurement Not everything that counts can be counted, and not everything that can be counted counts Albert Einstein A crude measure of the right thing, beats a precise measure of the wrong thing. John Carver An authoritative, clear statement of what is to be accomplished has a powerful effect on organizational behaviour even if the results are never evaluated. John Carver

  10. Let’s Try A cup of coffee Will not allow employees to be unaware of their rights Will not allow information or files to be exposed to loss, improper access or significant damage Seniors are independent Children can read

  11. Monitoring Checklist For each policy clause being monitored, ask these questions: • Is there an interpretation? • Does the interpretation include a way to measure it? • Is there rationale/justification/explanation about why that interpretation and measure was chosen? • Does the rationale convince you that the interpretation is a reasonable choice? • Does the data/proof/evidence relate directly to the measure? • Does the data/proof/evidence prove compliance with the CEO’s interpretation?

More Related