Table of Contents
Part 1 The Relationship Model – Finding Good Soil
Chapter 1 What’s the Difference?
Chapter 2 Values and Power
Chapter 3 Relationships – The Original Design
Chapter 4 An Organization is Like a Tree
Chapter 5 Communication, Decision-making, Conflict Resolution
Chapter 6 Planning, Delegating, Monitoring and Measuring
Part 2 From the Roots Up – Governance, Leadership and Management
Chapter 7 Governance Context
Chapter 8 Competencies of Board Members
Chapter 9 Designing the Tree Trunk Governance Structure
Chapter 10 Designing Governance Processes
Chapter 11 Strategic Planning
Chapter 12 Delegating CEO Authority and Responsibility
Chapter 13 Monitoring and Measuring
Chapter 14 The Chief Executive Officer
Chapter 15 Management Structure and Processes
Chapter 16 Leadership at the Treetop
Epilogue Keeping the Tree Green and the Fruit Ripe
Appendix A Definition of Terms
Appendix B Board Governance Manual
Appendix C Strategic Plan
Appendix D CompetenciesTable and Definitions
Appendix D Bibliography
“Who is your audience?” people ask me. Personal friends and colleagues have suggested that I write this book for four different types of organizations:
- faith-based not-for-profit organizations
- secular not-for-profit organizations
- Christian churches
- for-profit corporations.
The Relationship Model™ of governance applies to all, but I am writing primarily for the first of these four. In this book I have chosen to emphasize the source of the Relationship Model™, the Bible. I believe that the Relationship Model™ follows God’s design for healthy, balanced relationships.
Other holy books contain the same insights. For example, the Koran makes 67 uses of the word “limitations” in the same context as it appears in the Relationship Model™.
Even people for whom holy books may have no particular value may benefit from the Relationship Model™. Common sense is at the heart of this model of governance, leadership and management. I believe that common sense is another of God’s creations. Why would there be any conflict between what we read in the Bible and what we know from common sense?
I suggest that the best way to read this book is by starting at the beginning in order to introduce yourself to the conceptual basis of healthy, balanced working relationships detailed in the Relationship Model™. Once you have done this, feel free to move to the section most applicable to you, perhaps the role you have in your organization. There is something here for boards, board chairs, CEOs, managers, paid and volunteer staff.
Two of us have had a role in writing this book. Jennifer Loughlin, my colleague who lives and works in the United Kingdom, has written the sections that deal with competencies of board members, board chairs, chief executive officers and managers. Her research and expertise in competencies, vital components to healthy working relationships, is a major part of the Relationship Model™.
Many of the common English words in the text are used as technical terms. They have specific meaning to give the model clarity. For example, words like “strategic” and “tactical” can have several meanings. Other words, like “power,” “hierarchy” and “accountability” have been abused over the years. Each carries baggage that changes the meaning for many of us. In this book, these words have only one meaning. All words to be taken as technical terms are included in the Definition of Terms in Part 3, Appendix A. Referring to these definitions may help you to understand the model more clearly.
You will also find in the appendices a bibliography of the work of other people on this journey towards knowledge. The development of their themes and concepts is, I believe, worthy of your consideration. Their works are foundational to this practical application of governance to not-for-profit organizations. I have quoted from some of their works, as I considered appropriate and valuable.
Life is a journey of learning, a journey that appears to have no destination of complete wisdom in this life . . . only milestones of “aha” experiences and discoveries. My purpose is to add value to your own journey by building on what is already available to you.
I believe that from your own experience and common sense, you are already acquainted with the many pieces that make up the puzzle of healthy, balanced working relationships. My hope is that this book will help you find clarity in seeing how the many pieces can fit together to form the big picture of a healthy not-for-profit organization.
What Others Say
“The process of transforming from a managing board to a governingboard using the Relationship Model™ was a paradigm shift. However, it resulted in making Pro Coro Canada a more stable organization, increased morale, better leadership in every sense, and an encouraging positive future outlook.”
-Trent Worthington, Pro Coro Canada, Edmonton, Alberta
“The Relationship Model™ helped the board of Grace International School develop the change strategy required to move from a Managing board to a Governing board.”
– Nancy Benham, Grace Int’l. School, Dhaka, Bangladesh
“The Relationship Model™ of governance and management helped us clearly define how to properly plan to respond in almost any future situation.”
– Ed & Rhoda Kirk, Hope Seeds, Inc., Florida, USA