1.
Making Sense:
(Re)Framing Issues to Generate
Better Board Decisions
Presenter: Dottie Schindlinger, VP & Governance
Technology Evangelist, BoardEffect
BoardEffect Webinar
September 11, 2017
1:00-1:30 PM EDT

2.
Webinar – General Announcements
 Webinar lasts 30 minutes & is being recorded
 Phone lines are muted - please post questions in the Q&A box
 Recording & slides will be emailed to you after today’s session
 Join us at Independent Sector’s “Our Common Future” Conference,
October Detroit, MI
 Breakout Session #3: “Generating Better Board Decisions,” Thursday,
October 26, 2017, 10:30 - 11:30 AM
 Breakout Session #4: “Technology Literacy for Sector Leaders,” Thursday,
October 26, 2017, 3:15 - 4:45 PM
 Exhibit Booth - BoardEffect
September 11, 2017©2017, BoardEffect, All Rights Reserved. 2

3.
Secure, cloud-based board
management software
that drives board
efficiency, effectiveness
& engagement
What Is
?
Optimizing
Resources
Enhancing Board
Operations
Improving the Board
Member’s Experience

4.
Presenter:
Dottie Schindlinger
4
 VP & Governance Technology
Evangelist
 Member of BoardEffect’s
founding team
 Thought leader on governance
& technology topics
 Learn more at
linkedin.com/in/dschindlinger

5.
Today’s Agenda
5
Review 3 modes of governance &
significance of “generative thinking”
Provide a framework to help the board
perform the “sense-maker” role
September 11, 2017©2017, BoardEffect, All Rights Reserved. Presentation is adapted from "Governance as Leadership: Reframing
the Work of Nonprofit Organizations," 2007, Richard Chait, William Ryan, & Barbara Taylor

6.
TITLE CARD
Independent Sector’s Principles for
Good Governance & Ethical Practice
WHAT ARE THE PRINCIPLES?
 The Principles for Good Governance and Ethical Practice outlines 33
principles of sound practice for charitable organizations and
foundations related to legal compliance and public disclosure, effective
governance, financial oversight, and responsible fundraising.
 The Principles should be considered by every charitable organization as
a guide for strengthening its effectiveness and accountability.
 The Principles were developed by the Panel on the Nonprofit Sector in
2007 and updated in 2015 to reflect new circumstances in which the
charitable sector functions, and new relationships within and between
the sectors.

7.
“
”
In addition to
oversight, boards need
to provide insight, and,
if possible, foresight.
− Nancy Axelrod, “Governing for Growth”

8.
EXECUTIVE GOVERNANCE SHARED GOVERNANCE
GOVERNANCE BY
DEFAULT
GOVERNANCE BY FIAT
8
4 Profiles of GovernanceLEVELOFSTAFFINVOLVEMENT
LEVEL OF BOARD ENGAGEMENT
September 11, 2017
©2017, BoardEffect, All Rights Reserved. Presentation is adapted from "Governance as Leadership:
Reframing the Work of Nonprofit Organizations," 2007, Richard Chait, William Ryan, & Barbara Taylor

9.
QUICK POLL!
Governance Profile
 Please select the option that best describes the governance profile
of your board at the present time.
September 11, 2017
©2017, BoardEffect, All Rights Reserved. Presentation is adapted from "Governance as Leadership:
Reframing the Work of Nonprofit Organizations," 2007, Richard Chait, William Ryan, & Barbara Taylor
9

10.
ORG-SPECIFIC
KNOWLEDGE
REQUIRED
ROLE Sentinels
Strategic
Partners
to Management
Sense Makers
MediumLow High
3 Modes Of Exceptional Governance
September 11, 2017©2017, BoardEffect, All Rights Reserved. Presentation is adapted from "Governance as Leadership: Reframing
the Work of Nonprofit Organizations," 2007, Richard Chait, William Ryan, & Barbara Taylor
10
FIDUCIARY STRATEGIC GENERATIVE

11.
11
FIDUCIARY STRATEGIC GENERATIVE
Key Question What’s Wrong? What’s the Plan? What’s the Question?
Board Focus
Define Problems
Review Performance
Solve Problems
Shape Strategy
Frame Problems
Engage in Sense-making
Board Process
Parliamentary
Procedure
Logistical and Empirical
Discussion
More Informal and
Creative
Problems Are To Be Spotted Solved Framed
Decision Making Resolution Reaching Consensus Framing the Question
Board Sees Their Role As Oversight & Authority Strategist Fresh Perspective
Performance Metrics
Facts, Figures, Finances,
Reports
Strategic Indicators
Competitive Analysis
Signs of Learning and
Discerning
Board Behaviors in Each Mode
September 11, 2017©2017, BoardEffect, All Rights Reserved. This slide is excerpted from CentrePointe summary of "Governance
As Leadership," July 2009.

12.
Practice! Reframing Problems
Scenario 1: Too many “empty seats”
 150 year-old educational organization
 Same basic set of programs for decades
 Enrollment – especially from those who pay full price – has
been declining steadily for 6 years
 A large, well-funded competitor has moved into the area
and is offering similar programs
12September 11, 2017©2017, BoardEffect, All Rights Reserved.

13.
QUICK POLL!
Scenario 1: Generative Questions
 Please select the “Generative” questions from the list below.
September 11, 2017©2017, BoardEffect, All Rights Reserved. 13

14.
Strategies for Generating Better
Decisions
 Empower the Governance Committee
 Establish norm of “respectful inquiry”
 Collaborate on building the board’s agenda
 Allow time for meaningful discussion
 Make executive sessions more routine
 Keep an eye out for “generative landmarks”
14September 11, 2017©2017, BoardEffect, All Rights Reserved.

15.
Next Steps
 Recording & slides will be emailed to you after today’s session
 Join us at Independent Sector’s “Our Common Future” Conference,
October Detroit, MI
 Breakout Session #3: “Generating Better Board Decisions,” Thursday,
October 26, 2017, 10:30 - 11:30 AM
 Breakout Session #4: “Technology Literacy for Sector Leaders,” Thursday,
October 26, 2017, 3:15 - 4:45 PM
 Exhibit Booth - BoardEffect
September 11, 2017©2017, BoardEffect, All Rights Reserved. 15

16.
Contact Me!
dottie@boardeffect.com
215.450.9383