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Review
"John Carver is a revolutionary of the very best kind. Carver's Policy Governance model has provided the means for trustees to live out Greenleaf's challenge to boards to act as both servant and leader." --Larry C. Spears, CEO, The Greenleaf Center for Servant-Leadership; editor, Reflections on Leadership, Insights on Leadership, Servant Leadership, The Power of Servant Leadership; co-editor, Practicing Servant Leadership and Focus on Leadership "It took an inspired social scientist to record and describe the fundamental principles of [the Policy Governance] model, which provides deep insight into the role of the Board in the modern corporation." --Jeremy Booker, vice president corporate governance, British Petroleum, London "Dr. Carver’s governance model has been the key in empowering the State Bar of California Board of Governors to focus on policy that would help our judicial system." --Andrew J. Guilford, 1999-2000 president, State Bar of California "An indispensable guidebook to leadership excellence." --George Weber, executive director, Canadian Dental Association, Ottawa; former secretary general, International Federation of Red Cross and Red Crescent Societies, Geneva "Boards That Make a Difference explicates the model, which is simple, powerful and, above all, successful." —W. H. Hann, former executive director, Association of Independent Schools of Western Australia "This book's sound premises regarding proper role delineation and its practical advice provide an invaluable resource." --Dr. John R. Seffrin, CEO, American Cancer Society, Atlanta "Dr. Carver offers a visionary yet practical approach to governance design." --Adalberto Palma Gómez, senior partner, Aperture S.C.; former director, Institute for the Protection of Bank Savings; chairman, Center for Excellence in Corporate Governance, Mexico City "Policy Governance gives governing bodies and CEOs a clear insight into their mutual relationship and their distinct responsibilities." --Jacques Gerards, CEO, Dutch Association of Governors in Health Care, The Netherlands
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From the Inside Flap
In this revised and updated third edition, Carver continues to debunk the entrenched beliefs and habits that hobble boards and to replace them with his innovative approach to effective governance. This proven model offers an empowering and fundamental redesign of the board role and emphasizes values, vision, empowerment of both the board and staff, and strategic ability to lead leaders. Policy Governance gives board members and staff a new approach to board job design, board-staff relationships, the role of the chief executive, performance monitoring, and virtually every aspect of the board-management relationship. This latest edition has been updated and expanded to include explanatory diagrams that have been used by thousands of Carver's seminar participants. It also contains illustrative examples of Policy Governance model policies that have been created by real-world organizations. In addition, this third edition of Boards That Make a Difference includes a new chapter on model criticisms and the challenges of governance research. Boards That Make a Difference can help your board empower both board and staff, eliminate trivia, establish a meaningful organizational direction, clarify roles, plan productive meetings, establish officers and committees that work, and provide the leadership for which governing boards exist.
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Product details
Hardcover: 448 pages
Publisher: Jossey-Bass; 3 edition (February 24, 2006)
Language: English
ISBN-10: 0787976164
ISBN-13: 978-0787976163
Product Dimensions:
6 x 1.5 x 9.1 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review:
4.0 out of 5 stars
37 customer reviews
Amazon Best Sellers Rank:
#48,815 in Books (See Top 100 in Books)
If you want to spark some healthy conflict in your next conversation with nonprofit CEOs or senior pastors, throw this verbal grenade into the discussion: "Hey! What do you all think about policy governance?"According to Policy Governance Guru John Carver, "Governing by policy means governing out of policy in the sense that no board activity takes place without reference to policies. Most resolutions in board meetings will be motions to amend the policy structure in some way. Consequently, policy development is not an occasional board chore but its chief occupation."I mention this because I consult frequently with nonprofit boards--and conduct governance webinars and workshops in North America and overseas. And even though the majority of boards I work with say they function as "policy governance" boards, I don't believe them--because their micro-managing practices are so blatant.For example, consider John Carver's insight on what he calls the flaws of "The Approval Syndrome." They include: reactivity, sheer volume of material, mental misdirection, letting staff off the hook, unfairly putting staff on the hook, short-term bias, lack of clarity in the board's contribution, and fragmentation ("a sequence of disconnected and unmanageably voluminous vertical slices of the whole...instead of a holistic, manageable fabric of horizontally connected policies").He adds, "We all profess that boards should deal with the big picture, but it is difficult to picture the forest by inspecting one tree at a time."One of my favorite Carver counter-intuitive commentaries describes what happens when a board delivers a "vote of confidence" for the CEO during a crisis situation.In this excellent policy governance bible, he writes, "Curiously, there are times when the board goes through the approval process not intending to withhold authority from the CEO but to confirm it. A board might declare its supports for the CEO by cloaking some controversial executive decision with the prestige of the boardroom. Board motivation is usually expressed thus: `We want the staff (or others) to know the board is really behind the CEO on this.' As long as the board and CEO understand that the decision is truly the CEO's, this approval not only seems harmless but appears to be a healthy show of solidarity."Then Carver adds this zinger. "However, such a gesture of board support is called for only if the board has been sending weak signals about the nature of delegation. This kind of support is rarely warranted if the board has made it clear to all that all CEO decisions that are within board-stated bounds are always supported by the board. Official support of a specific action implies that such sporadic backup is necessary, or conversely, that the general philosophy of delegation is weak."Carver notes--in his massive 340-page hardback, with another 80 pages of resources and references--that "Board approvals are an unnecessary and dysfunctional method of board control, then, regardless of the ubiquity of the practice." He goes on--in succeeding chapters--to build the case for "a more proactive, fair, and detrivializing approach to fulfilling the board's moral and legal obligation to control the organization."If no one on the senior team or board of your nonprofit organization or church is familiar with Carver's brand of policy governance (he invented the term), this is the starting point. Whether you agree or disagree that this board approach is right for your organization, it's important to understand the continuum of choices available--and to seek consensus on defining your current reality and where your preferred governance future lies. Interestingly, the book includes an excellent "ends" policy (a big Carver term) from Lancaster County Bible Church.Note: If 340 pages are a tad too much for you, Carver has a series of booklets, focusing on niche policy governance issues. Another option is to check out the "lean and mean" approach, favored by many including myself, of a 10- to 15-page Board Policies Manual, as described in the book, Good Governance for Nonprofits: Developing Principles and Policies for an Effective Board, by Frederic L. Laughlin and Robert C. Andringa.
Carver outlines an ambitious model for board work and behavior that is radically different than current practices in most membership organizations. If, after introducing this model in my own organization, it proves workable, I would give it 5 stars. The author's presentation of the model is somewhat off-putting, as he is supremely confident that this is the *only* legitimate/appropriate way to function as a board of directors, but his logic seems solid. Again, only time will tell for me whether Carver's words are backed up by actual improvement in my organization's BOD function.
I liked the concept theory and examples. The writing was a bit repetitive but informative. I will try to incorporate this type of Board of Directors into my newly established nonprofit. I agree with the author that it will not be easy since traditional boards do not operate in this manner. Bottom line the concept is critical to 21st century thinking, where organizations can impact the world at large beyond the organization's internal structure.
I sit on a national non-profit board and we recently used this book to guide us through a complete rewrite of our policies. It was such a different approach than how we had been operating - and allowed us the opportunity to see the "big picture" that we had been missing. Our organization has been getting bogged down by interactions between staff and board that grew more and more complicated, making everyone less effective. Carver's structure for policy governance allowed us to clearly define roles while addressing any board concerns. In the end, what we established was a system that now allows the board to use our time together to dream big for the organization we all love.
This book reads as though Mr. Carver wrote it just to impress someone (perhaps he likes to hear himself "talk" and use unnecessarily fussy words). He is clearly knowledgeable, but this proves to be one of the most disappointing texts in my PhD program. There must be a better, more palatable way to get this information.
A comprehensive plan for excellent board behavior that results in clarity for board members, the CEO, and the staff. Board behavior becomes more efficient and less erratic. Turnover decreases and board service becomes more fulfilling. Focus is achieved regarding the good that will be done in the world because the organization exists. Ultimately, the organization is positioned to make a difference.
Book of theory with few if any practical applications. A real sleeper, especially for insomniacs. No disrespect to author, but the concepts need to be written in ways that inspire members of volunteer nonprofit Boards to take positive action. I would like to say that the book was sent from Idaho Youth Ranch, and they were EXCELLENT, book arrived quickly, in perfect, undamaged, condition, like new! Idaho Youth Ranch provided outstanding service. My criticism is of the actual content of the book and how it was treated: far more theory and academic, than practical applications which I wanted. Online summaries are far less tedious.
A great resource......a bit dry.But aren't all books like this?
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