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What are Governance Models?
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In our experience, there are only two true governing models available: our own Coherent Governance®, and John Carver’s Policy Governance®.
Both models have structure and form that hold the separate parts together in a coherent whole. Both models are values-based systems enabling the board to effectively:
- self-govern - to exercise discipline and integrity as a whole to lead the
organization for which it is responsible, making decisions that are the
board’s to make, and doing so at a broad policy level;
- clarify board, individual member and CEO
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Models are just that: models.
They provide a framework for the board to do its work, and to express clear expectations for organizational performance. On occasion, consultants and writers refer to a “traditional” governing model. Actually, for most boards, this isn’t a model at all, but rather the absence of a model. Governance often is a cobbled-together mix of practices based on tradition. It is typically a function of the personalities currently serving on the board, along with that of the CEO. | |
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roles;
delegate authority for operations and organizational outcomes, within established controls; and
- monitor organizational performance and CEO accountability for it.
Some boards and board members may resist the idea of adopting anything that has to do with a “model” or any organized governance system that they perceive may limit their individual freedoms or their ability to provide off-the-cuff direction to the organization. For a board to attempt to govern effectively with no defined operating system is akin to playing a team sport without a game plan or a set of rules. On occasion, it may work. But more often than not, confusion, disappointment and frustration are the results, rather than organizational progress. Sometimes organizational success may be achieved in spite of the board, rather than because of it. But typically, organizational performance is no better than board performance.
In most organizations, good governance doesn’t exist unless it is deliberately created by the board. A coherent governing model, based upon fundamental principles and values, can allow the board to build something bigger than itself, enabling members to leave a legacy of visionary leadership for those members and staff leaders who follow. |
The Aspen Group International, LLC.
A Leadership Development Company
P.O. Box 1777 Castle Rock, CO 80104
303.882.9888 or 303.478.0125 Fax: 208.247.6084
email: aspen@aspengroup.org
Linda J. Dawson, Senior Partner | Dr. Randy Quinn, Senior Partner |
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