Who Manages Whom

1
Who Manages Whom?

• Ontario Co-operative Association
• 10th Annual Gala
• October 15th 2008
• Burlington, Ontario

2
(No Transcript)
3
Sowhats new?
4
Magna Carta 1215
5
Limits power and priviledges
Magna Carta 1215
6
DURHAM DISTRICT SCHOOL BOARD
7
A carefully crafted, conceptually rigorous
purpose of governanceforms the heart of board
effectiveness.Dr. John Carver. Boards That
Make A Difference p. xxviii
8
Excerpts from the Ontario Co-operative Act

• Duties of board
• 96.(1) The board of directors shall manage or
  supervise the management of the affairs and
  business of the co-operative.
• borrow money
• declare dividends/patronage
• approve and expel members
• enact by-laws, determine
  geographical structure
• to elect a chair/executive committee
• to assign duties

9
Excerpts from the Ontario Co-operative Act (with
regard to the division of responsibilities
between Board and Management)

10
Excerpts from the Ontario Co-operative Act (with
regard to the division of responsibilities
between Board and Management)

Silent
11
November 12, 2001
12
Traditional Structure
MANAGERS
PRESIDENT/CEO
BOARD EXEC
MEMBERS
DELEGATES
BOARD
13
Traditional Structure
MANAGERS
PRESIDENT/CEO
The White Paper - Governance
BOARD EXEC
MEMBERS
DELEGATES
BOARD
14
(No Transcript)
15
The White Paper

• a single step on a thousand mile journey
• governance is a journey
• governance has to deal with Board/Management
  responsibilities
• it does not end with the Board or Management
• each circumstance is different

16
thought without learning is perilous Confucius

• transparency

17
thought without learning is perilous Confucius

• transparency

18
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on

19
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on

20
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on

• Strategic Planning
• Visibility
• Compensation
• Hiring
• Policy
• Decision making boundaries
• Agenda
• etc.

21
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement

22
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement

• establish the committee
• broaden involvement
• never assume
• it is never over

23
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement
• Resist the urge

24
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement
• Resist the urge

• respect the boundaries
• counsel not command
• manage not mangle

25
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement
• Resist the urge
• Hire the right person

26
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement
• Resist the urge
• Hire the right person

27
thought without learning is perilous Confucius

• transparency
• develop list of hands off and hands on
• Involvement
• Resist the urge
• Hire the right person

28
It ain't what you don't know that gets you into
trouble. It's what you know for sure that just
ain't so. Mark Twain

• The Board warning signs
• Management does not want the Board involved in
  Strategic Planning
• Information is asked for but not forthcoming
• The Agenda is the domain of Management
• Co-operative Morale is never discussed
• Co-operative Values are absent
• Committees of the Board are discouraged
• CEO evaluations are not completed

29
It ain't what you don't know that gets you into
trouble. It's what you know for sure that just
ain't so. Mark Twain

• Management warning signs
• The Board is influencing hiring decisions
• The Board is exerting control over the day to
  day decisions
• The Board sees strategic planning as their
  exclusive domain
• The Board is selecting menus
• Co-operative Values are absent
• The Board comments on Management to others
• Does not provide feedback to Management

30
In the past a leader was a boss. Todays
leaders must be partners with their people Ken
Blanchard