Ten Principles of Governance, Leadership and Management in The Relationship Model™

The combination of values, structure and process may be synthesized into ten basic principles that define the Relationship Model™. Using these principles as a checklist can assist the organization to verify that the values, structures and processes are consistent with the Relationship Model™. The checklist can also assist the team in identifying weaknesses and give guidance toward making adjustments that will improve relationships and productivity.

1. The affirmation, involvement and empowerment of every individual and group at all levels in the organization are vital to the success of the organization.
2. A balance is maintained between the fulfillment of the needs of the donors, the customers and the individuals in the organization.
3. Decision-making proceeds from shared values, vision and mission, not unilaterally from the Board or the Chief Executive Officer. Decisions are made as close as possible to where they are implemented.
4. Authority, responsibility and accountability are the primary components of all relationships. Limitations (of authority) and expectations (of responsibility) are the secondary components.
5. Circles of authority and responsibility are defined clearly and are maintained equal in size by placing limits on authority or by negotiating expectations of responsibility.
6. The Board of Directors, acting on information from all stakeholders, is responsible for governance: defining values, target groups, needs/services, vision, mission and priorities, monitoring performance and measuring results.
7. The staff is responsible for management, delivering services to the customer in accord with Board-stated priorities and for achieving the strategic goals within the limitations of the authorization and resources available.
8. Each individual is responsible for creating, owning, understanding and implementing the mission or purpose of the organization.
9. The organization is results oriented. Indicators and measurements of strategic results are identified and applied. Monitoring progress towards results and monitoring compliance with limitations form an ongoing process involving the Board and the staff.
10. Accountability is mutual. The Board is accountable to the staff for providing adequate authority and resources. The staff is accountable to the board for achieving strategic results.