Events

• Date: 01 November 2016
• DOI: http://doi.org/10.1002/bl.30059
• Published date: 01 November 2016

ALSO IN THIS ISSUE

Distinguishing governance ..... 4

FooD For thought .................. 4

For Your BookshelF … ........... 6

NUMBER 148, NOV.–DEC. 2016

www.boardleadershipnewsletter.com

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Linking Governance

and Management

by Gerry Moulds

Retired governance consultant Gerry Moulds looks back on his experience and

shares his thoughts on how best to build an accountability framework that links

governance and management.

BOARD LEADERSHIP

INNOVATIVE APPROACHES TO GOVERNANCE

View this newsletter online at wileyonlinelibrary.com

Board Leadership • DOI: 10.1002/bl • Nov.-Dec. 2016

During my career as a Policy Gov-

ernance® consultant, I found

that, although boards had genuinely

accepted the principles of the model,

the process of implementation was

often frustrated by the tendency of

CEOs to continue providing the board

with copious reports on means. CEOs

often welcomed the fact that their

board had accepted Policy Gover-

nance, but failed to recognize that

their role had also changed.

It seemed to me that, unless there

was a complementary change in the

way that the relevant organization

was managed, the whole endeavor

could be jeopardized. John Carver’s

assertion that board problems are

not so much about people as they are

about process1 certainly has a lot of

validity. However, if staff don’t have

the capacity to support the processes

adopted by the board, things are

bound to go awry.

My concern is that it is too easy for

boards and their staff to become dis-

connected from each other, and this is

what took me toward developing what

I have called a “Policy Management”

system to complement the Policy Gov-

ernance system. My intent with Policy

Management is to provide a frame-

work for the CEO and their staff to

transition to a viable means to support

the board’s use of Policy Governance.

Like Policy Governance, Policy Man-

agement utilizes four quadrants (see

Table 1, page 2).

The following illustrates the kind of

Policy Management documents I have

created to help CEOs.

The first document sets out the

overall Policy Management Framework:

THE POLICY MANAGEMENT

FRAMEWORK

What Is to Be Achieved

The AnyPlace Society operates

consistent with the Policy

Governance system as developed

by John Carver. Therefore, AnyPlace

Society believes that it exists

solely to create certain benets

for certain people at a certain

worth. The Society has established

the following “Ends” statement

to represent what it exists to

accomplish, and therefore what it is

accountable for:

FeBruarY 24–25, 2017

IPGA Consultants’ Forum

— Las Vegas, Nevada, USA

This is the main opportunity for

Policy Governance Consultants

and board and staff members with

extensive experience in using the

system to get together to discuss a

range of issues of mutual interest.

This forum will include a particular

focus on the meaning and implica-

tions of governance as “ownership

one step down.”

For more information, please go

to http://www.policygovernance

association.org or contact: ceo@

policygovernanceassociation.org

BoarDsource

Throughout the year, Board-

Source organizes a range of webi-

nars and training events for US

nonprofit board leaders.

For more information, see

http://bit.ly/BdSourceEvents

harvarD Business school

The HBS programs on gov-

ernance can be seen here:

http://www.exed.hbs.edu/

programs/Pages/program-finder

.aspx?HBSTopics=Governance

haines centre

The Haines Centre for Strategic

Management is a team of strategic

EVENTS

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