Events

• Date: 01 September 2017
• Published date: 01 September 2017
• DOI: http://doi.org/10.1002/bl.30084

ALSO IN THIS ISSUE

Using Technology T o e nrich

governance: WhaT ’s Possible

noW and Wha T’s c oming—

ParT 2 ................................. 4

lone sTar governance ......... 6

NUMBER 153, SEPT.–OCT. 2017

www.boardleadershipnewsletter.com

(continued on page 2)

How Boards Can Measure

What Matters

by Caroline Oliver

The common expression “what you measure is what you get” sums up why we

should be very worried about whether we are measuring the right things at

management and board levels. Here, Caroline Oliver, substantially informed by

her knowledge of John Carver’s Policy Governance® approach, addresses this

vital issue.

BOARD LEADERSHIP

INNOVATIVE APPROACHES TO GOVERNANCE

View this newsletter online at wileyonlinelibrary.com

Board Leadership • DOI: 10.1002/bl • Sept.-Oct. 2017

In This arTicle, I focus my thoughts

at the board level. I am choosing

to do so on the basis that what-

ever the board measures to assess

its organization’s effectiveness,

management is sure to be measur-

ing, too—if they want to keep their

employers happy. So what should a

board be measuring?

Table 1 shows the two typical

approaches in use today.

In the first approach, what is being

measured is whatever comes into a

given board member’s head while

preparing for the board meeting or

at the moment that they ask their

question. In the second approach,

what is being measured—in this case

on a regular basis—is a few areas

thought to be critical to organiza-

tional purpose and well-being. In

neither case is the board truly mea-

suring all that matters now or in the

future.

The question is, can we improve

on these methods, and if so, how? I

would really appreciate hearing from

Board Leadership readers about any

good methodologies they know of

but will share my own perspective

here.

People talk a lot about outcomes

measures. This is because they rec-

ognize that doing things is not the

same as achieving whatever the

doing is for. You can be very busy

and diligent, but it is all pointless

unless it is producing the desired

outcomes; unfortunately, if you look

at the reporting received by most

boards most of the time, you will

find an impressive amount of doing

but relative silence on what is being

achieved.

In seeking outcomes reporting,

however, boards must think care-

fully for outcomes measures are

extremely powerful tools in dictating

ocTober 4, 2017

The OnTarget Board Members:

8 Indisputable Behaviors

— Mississauga, Ontario, Canada

The “8 Behaviors” is an approach

to understanding best practices

in governance that aims to enable

your board to:

•reduce liability,

•increase transparency,

•improve accountability, and

•improve role clarity.

For more information go to

http://cmraso.com/uw.htm.

ocTober 11, 2017

Administrative Support

(Board Secretary) Workshop

— Mississauga, Ontario, Canada

Designed for board secretaries

(staff or board members/volunteers)

who support their boards of direc-

tors by preparing and ensuring that

the board’s official documents are

maintained properly.

For more information go to

http://cmraso.com/uw.htm#uw2.

ocTober 19, 2017

Introduction to Policy

Governance

— Helena, Montana, USA

For new and continuing board

members or executives of boards

EVENTS

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