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The Eight Key Rules for Healthy Boards

The Eight Key Rules for Healthy Boards. John C. Littleford , Senior Partner Littleford & Associates Ann Laupheimer Sonnenfeld , Board Chair Agnes Irwin School. #1: Unified (Not Cliquey or Factional). Watch for one or more social blocs that interfere potentially with board solidarity

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The Eight Key Rules for Healthy Boards

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  1. The Eight Key Rules for Healthy Boards John C. Littleford, Senior Partner Littleford& Associates Ann LaupheimerSonnenfeld, Board Chair Agnes Irwin School

  2. #1: Unified (Not Cliquey or Factional) • Watch for one or more social blocs that interfere potentially with board solidarity • Social blocs or cliques are usually harmless EXCEPT in times of crisis • Why potentially harmful: Cliques weaken the trust between and among board members that ensure alignment for strategic thinking and decision-making

  3. #2: Reflective (Not Reactive) • Reactive boards swing to and fro in response to issues that may affect their own children or other personal agenda • Reflective boards are trained to respond thoughtfully, analytically and decisively

  4. #3: Self-Perpetuating (Not Elected) • Some schools have elected faculty, alumni and parent associations representatives on the board with or without voting rights • Most heads inherited these reps (and prefer not to have them) Why? • Does the board have any influence over the appointment of these reps? • Which “hat” do they wear in the board room?

  5. #4: Boards with Institutional Memory • Term limits (or not) for trustees? • Chair terms: how long and why? • Should a trustee be renewed absent bad behavior or renewed because he/she is doing everything expected? • Are most boards too “cozy” socially to undertake healthy “pruning”? • Importance of a strong COT

  6. #5:Boards That Manage Leadership Transitions Effectively • Role of a Transition Committee: short-term sounding board • Strikes balance between inappropriate interference and too much distance • Informs the head about key players in each constituent group • Warns the head about potential pitfalls but avoids second-guessing

  7. #6: Boards That Manage Change Well • Major changes are linked to a board-developed strategic plan • Specific annual goals for the head (3-5) are a manageable number and linked to the board developed goals • Change is calibrated based upon an analysis of constituents’ readiness for change • Change is based upon an assessment of the head’s reservoir of political capital

  8. #7: Boards that are Strategic (Not Incident –Based) • Do not abandon healthy governance practices when a crisis arises • Learn from history and past mistakes • Always maintain the long-term perspective

  9. #8: Boards That Emphasize Key Relationships • Three key relationships: head/chair; head/board; chair/board • Head/chair: balance between nurturing and too close • Head/board: Head needs a close political relationship with every board member and this requires time and effort • Chair/board: Chair needs to counsel trustees and make all feel included and needed

  10. Summary • All boards need annual training in these eight rules especially those with high turnover • All boards need strong COT’s and wise chairs who understand and enforce these rules

  11. Global Issues - Local Solutions John C. Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com Intellectual Property of Littleford&Associates

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