Transcript The Eight Key Rules for Healthy Boards

The Eight Key Rules for
Healthy Boards
John C. Littleford, Senior Partner
Littleford & Associates
Ann Laupheimer Sonnenfeld, Board Chair
Agnes Irwin School
#1: Unified (Not Cliquey or Factional)
• Watch for one or more social blocs that
interfere potentially with board solidarity
• Social blocs or cliques are usually harmless
EXCEPT in times of crisis
• Why potentially harmful: Cliques weaken the
trust between and among board members
that ensure alignment for strategic thinking
and decision-making
#2: Reflective (Not Reactive)
• Reactive boards swing to and fro in response
to issues that may affect their own children or
other personal agenda
• Reflective boards are trained to respond
thoughtfully, analytically and decisively
#3: Self-Perpetuating (Not Elected)
• Some schools have elected faculty, alumni and
parent associations representatives on the
board with or without voting rights
• Most heads inherited these reps (and prefer
not to have them) Why?
• Does the board have any influence over the
appointment of these reps?
• Which “hat” do they wear in the board room?
#4: Boards with Institutional Memory
• Term limits (or not) for trustees?
• Chair terms: how long and why?
• Should a trustee be renewed absent bad
behavior or renewed because he/she is doing
everything expected?
• Are most boards too “cozy” socially to
undertake healthy “pruning”?
• Importance of a strong COT
#5:Boards That Manage Leadership
Transitions Effectively
• Role of a Transition Committee: short-term
sounding board
• Strikes balance between inappropriate
interference and too much distance
• Informs the head about key players in each
constituent group
• Warns the head about potential pitfalls but
avoids second-guessing
#6: Boards That Manage Change Well
• Major changes are linked to a boarddeveloped strategic plan
• Specific annual goals for the head (3-5) are a
manageable number and linked to the board
developed goals
• Change is calibrated based upon an analysis of
constituents’ readiness for change
• Change is based upon an assessment of the
head’s reservoir of political capital
#7: Boards that are Strategic (Not
Incident –Based)
• Do not abandon healthy governance practices
when a crisis arises
• Learn from history and past mistakes
• Always maintain the long-term perspective
#8: Boards That Emphasize Key
Relationships
• Three key relationships: head/chair;
head/board; chair/board
• Head/chair: balance between nurturing and
too close
• Head/board: Head needs a close political
relationship with every board member and
this requires time and effort
• Chair/board: Chair needs to counsel trustees
and make all feel included and needed
Summary
• All boards need annual training in these eight
rules especially those with high turnover
• All boards need strong COT’s and wise chairs
who understand and enforce these rules
Global Issues - Local Solutions
John C. Littleford
1-800-69-TEACH
[email protected]
www.JLittleford.com
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