Monitoring and Managing Board

Monitoring or Managing
photo courtesy of flickr

Question:  The Board of Directors for which I work is making a transition from a managing board to a governing board, but I think they are just managing in a different way.  Could you tell me the difference between monitoring my management and managing over my shoulder?  The line between the two seems a little vague right now.

Answer:  The answer to your question lies in the limitations of your authority that the board has delegated to you.  A governing board must monitor your use of the authority they have delegated to you to satisfy themselves that you are fulfilling their expectations of your responsibility without violating the limits of your authority. Read more

Minutes and Daze

Board Meeting Notes
photo courtesy of flickr

In the course of my work in many countries I get a lot of questions, but one that overlaps all the borders I cross is this one.  If you are asking the same one, I hope this answer will help.

Question: Our Executive Director’s Administrative Assistant recently took over the role of taking board minutes from her predecessor, but she doesn’t have the same gifts for accuracy. Before, we could always assume that the motions were recorded accurately, but now I get the minutes and find they aren’t the same as I thought the decision was that we made. How should we handle this? Read more

Policy Governance Model compared to The Relationship Model

The Relationship Model

Here are some comparisons between John Carver’s work and mine.  First, let me say that I cut my eye teeth on the “Carver Model” in 1989 when he wrote his first book and I was transitioning out of leadership of a mission which I led in founding.  I wanted to prepare the board I worked for to take the load of governance after acting as a cheerleader while I was there.  We chose the Policy Governance Model and hired a consultant trained in that form of governance.  I am very familiar with the PGM.

Carver is the grandfather of not-for-profit governance.  His work has benefited thousands of churches and charities. It is still by far the most widely known and used governance model by a very wide margin.  It is essentially a good approach. It should work for any church or charity. Here are some comparisons.

1. “All cars have four wheels.” the PGM and the RM both have policies as the basis of the model.  Governance by definition requires policies because “Governance is the control and direction of an organization through policy, instead of through direct management.”  Because Carver was first in any practical sense, he had the liberty of naming his model the Policy Governance Model.  In reality all true governance models are policy governance models. Read more