The Right Stuff – Good Governance_ Good Leadership

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					The Right Stuff –
Good Governance,
Good Leadership




           Andrew Graham
     School of Policy Studies
         Queen’s University
Boards as leaders
What does it take?
What is missing?
What really works?
What has to change?
Let’s start on the upside..

What is something you like about
 your Police Board/Commission
 (e.g., composition, how it operates,
 where it meets, etc.)
Each group come up with three
 things.
Feedback
•From Greek word “kebernon,” to steer
•To govern is to steer, to control, and to
 influence from a position of authority
•Governance deals with the legitimate
 distribution of authority throughout a
 system – whether a country or an
 organization
Governance = Leadership

Vision
Direction
Catalyst
Celebration
Nurturing tradition into the future
The Challenge of
Governance
 Board deliberations sometimes are
  not as robust and effective as they
  could be.
 Boards can appear to be “stuck” in a
  limiting frame of reference dictating
  how they should deliberate and
  decide.
 Both individual board member
  engagement and collective decision
  making can suffer as a result.
A Way Ahead
 Boards need to foster a sustained culture of
  inquiry at the board level....
 This calls for a more thoughtful focus on how
  boards think and deliberate.
 Boards need to ask better questions, promote
  more evocative discussions and stimulate
  authentic debate.
 This leads to more meaningful dialogue and
  more effective decision-making.
 This is not just about being independent of the
  Chief; it is also about a real Board culture
Let’s describe your culture,
the good and the bad….

Three characteristics that describe
 an effective leading Police
 Service Board and three words
 that describe a poor leading
 Board/Commission.
Feedback
What is a culture of inquiry?
 Exceptional boards institutionalize mutual
  respect, and constructive debate that leads to
  sound and shared decision making.
 Seek more information, question assumptions,
  and challenge conclusions
 Draw on multiple sources of information and
  perspectives and ensure all voices heard
 Deliberate differently – discipline, clarity.
 Be conscious of the unique leadership styles and
  decision-making associated with police
  governance.
Some good questions
Is there a shared culture of inquiry
 that leads to better, more informed
 decisions?
Is there a two-way appreciation of
 challenging questions?
How much real candor is there
 between the Chief and Board
 members?
Between fellow board members?
Back to work

What barriers or hurdles does your
   board face in developing a
 genuine “culture of inquiry” that
       fosters leadership?


 Each table list three and focus on
  the ones you can do something
                about.
Feedback
Effective Governance
Leadership
 Enables organization to remain focused, yet
  flexible to meet changing needs or changing
  membership.
 Based on understanding of purpose and mission.
 Features established planning systems that
  achieve stability while allowing for flexibility.
 Exists to identify and achieve the organizational
  mission, goals and strategic outcomes.
 Driven by strategic plans that clearly define
  expected end-results.
               Scanning




Adjustment
             Governance    Planning
              Leadership




               Oversight
Scanning
 Examines and evaluates the
  environment in which the police
  service operates
 Identifies issues the Board and Service
  should address to remain responsive
  and relevant to its stakeholders
 Scan results direct the development
  of the Service’s strategic plan.
Planning – striking the
balance
                     Strategic
                     Planning




       Operations
        Planning
Oversight
Adjustment
 Should take advantage of successes/new
  opportunities and adjusting what is not
  working or not working as well as
  anticipated.
 Types of adjustments might be:
     Strategies
    Risk assessments
    Operational policies that do not work
    Expected outcomes
    Reprioritizing and reallocating resources
    Revising operational safeguards
Desirable Characteristics


                        Focused

                    Results Oriented

                       Skills Based

                    Knowledge Based

                     Accountable

                        Effective

                   Partners with Chief
Focused
Governing bodies work primarily at
 the strategic level. As a whole, the
 board and its activities should be
 focused upon:
  Vision, mission and goal development (scanning,
   possibly adjustment)
  Policy and advocacy positions (scanning, possibly
   adjustment)
  Strategic plan development and approval
   (planning)
  Organizational oversight - monitoring outcomes
   (oversight and adjustment)
Results-Oriented

 Governance exists to identify and
 achieve the organizational vision,
 mission, goals and strategic
 outcomes. Success of the board in
 fulfilling this objective is measured
 on accomplishment of their stated
 goals from the initial and ongoing
 scanning process.
Skills-Based

 Governance participants at all
 levels need to have or acquire
 specific skills to fulfill their
 governance responsibilities. Some
 skills will be important regardless of
 the governance position held.
 Other governance positions will
 require skills unique to the position.
Knowledge-Based
 Organizational success takes
  precedence over individual interests,
  personal agendas and parochial
  preference.
 Greater reliance is placed on
  quantitative and qualitative research
  involving various stakeholder groups
  and less upon opinion and anecdotal
  experience of just the governing
  board members
Accountable

 Governance bodies are held
 accountable for the work assigned
 to them.
Appointed governance
 participants are held accountable
 for fulfilling their assigned role
 within the governing bodies on
 which they serve.
Structurally Effective

   The governing structure is kept to the minimum number
    of bodies necessary to produce strategic plan results.
   Standing committees perform functions that require
    ongoing member expertise.
Operationally Efficient
 Governing bodies are flexible, employing a
  minimum of procedural rules. They employ the
  most expedient, cost-effective methods for
  getting their work done.
 Governing bodies regularly self-assess. When
  their work is not producing adequate results
  within assigned timeframes, resources, etc.,
  changes are made to get things on course.
 The governing body's leader or chair handles
  individual performance problems expeditiously
  to keep them from impairing group achievement.
A Partnership with Staff
   Police Services are comprised of skilled, association
    professionals and as such are treated as partners in
    governance.
   At a minimum the Chief executive if not the senior
    management team should be incorporated into all
    aspects of scanning, planning, oversight and
    adjustment activities. In short, staff can be relied upon
    to:
    develop information for the Board’s knowledge-based
     decision making
    provide advice and counsel in the areas of their expertise
    coordinate the work of governing bodies
    are accountable for results of activities assigned to them
    monitor and report on both staff and governance progress.
Final Discussion

What do Boards have to do better to
 maximize their role in governance
 leadership?
What do Boards need from their
 national association and others to be
 more effective?
Feedback
Eight Deadly Sins that Kill
Leadership
 Individual board members acting as if
  they have authority to make decisions
  (including the Board Chair.
 Conducting phantom meetings or
 discussing inappropriate topics in
 executive session.
 Approving a budget that is not based on
  realistic projections and sound
  information.
 Meeting too often and for too long.
Eight Deadly Sins that Kill
Leadership
 Micromanaging or failing to focus on
  what matters most.
 Neglecting the board’s responsibility
  to create and to govern through
  board policies.
 Failing to communicate with relevant
  constituencies.
 Making rules and not sticking to them.
Lead and govern well…..

				
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posted:4/3/2013
language:English
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