Hardcover: 448 pages
Publisher: Jossey-Bass; 3 edition (February 24, 2006)
Language: English
ISBN-10: 0787976164
ISBN-13: 978-0787976163
Product Dimensions: 6.5 x 1.4 x 9.4 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review: 4.3 out of 5 stars See all reviews (34 customer reviews)
Best Sellers Rank: #148,633 in Books (See Top 100 in Books) #139 in Books > Business & Money > Small Business & Entrepreneurship > Nonprofit Organizations & Charities #435 in Books > Business & Money > Biography & History > Company Profiles #1845 in Books > Business & Money > Management & Leadership > Leadership
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.
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