Customer Reviews

Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations (Jossey-Bass Nonprofit Sector Series)

5 star:		(5)
4 star:		(2)
3 star:		(0)
2 star:		(1)
1 star:		(0)

 

 

After 5 years on a local Board of Education I finally found a book that describes everything I know is wrong with board management practices in schools and nonprofit organizations. But that is the easy part. Carver offers sound alternatives to current practices that put the responsibility and the capability for strategic leadership right where it belongs--on the board.

I winced as I read Carver's description of reactive boards trapped in the "approval syndrome" in which boards rely on staff to bring issues and recommendations to them for approval. This pervasive practice not only takes board members out of the driver's seat, but it confuses the lines of accountability between the board and the CEO for the organization.

Carver offers a framework for changing all that by forcing the board to rethink all of its policy with an eye toward board-determined policies that operate at the highest level possible. In Carver's approach only four types of policies need to be set by the board: 1) "Ends" policies (board expectations), 2) Executive Limitations (the "don'ts" for the organization), 3) Board process policies and 4) Board-CEO relationship policies. *Everything* you need to be involved in can be fit into one of these four categories.

Want to learn how to stop working at the staff level and how to help your organization find a true sense of direction? Carver's book offers practical and straightforward ways of getting there.

The carver style of governance is a tad idealistic and perhaps overly optimistic. I have read everything Dr Carver has written concerning this field and enjoy this material at an academic level. But when it comes to operationalizing this model in boardrooms I've seen it fail time and time again. Not to say that the model is flawed because in fact the model is normative and conceptually complete. However it doesn't capture that element of reality from which, in my experience, the model requires - practicality and real-world application. Dr Carver's notion that Boards can do without Finance and Audit Committees is very naive. Most consultants from the chartered accountant genre are saying the complete opposite. In fact most government policy initiatives are moving toward more control of financial affairs of organizations for boards from charts of accounts to fiscal policy. So I don't think the elimination of Finance and Audit Committees is realistic nor is it a terribly bright suggestion. I guess my only crticism is that the carver model is far to idealistic and philosophical for a practical application in the form Dr Carver suggests. Sorry but a hybrid model of traditional Board governance and the carver model may work given the commitment required from directors to follow-though on everything suggested in that system of governance,

What a great model for Board excellence! I have struggled for 4 years trying to make sense of being Chair of a Board in my volunteer work and Chief Admin Officer in my occupation. This book solidifies all my doubts and frustrations AND THEN gives implementable solutions. Mr. Carver - Thank you!

The world is full of experts at what is wrong with the things that we do. Dr. Carver has a rock-solid, well thought out suggestion concerning how to do it right. One reviewer complained that Dr. Carver's suggestions are not realistic. Right is not often realistic, but right is always right. It's far better to start with an ideal and compromise from that point than to capitulate from the outset. Boards that Make a Difference is well worth reading.

Mr. Carver presents a very readable way of looking at how governing boards should work. His theories are logical and his arguments pursuasive. He offers board members an intellectual framework to consider how their organizations are running. The book is prescriptive, but not preachy. I was very surprised to find it sensible after hearing so much hype from "converts" to his method.

This book was the core piece of a radical change in our board room. It led us down the path we knew we wanted to go but didn't know how to get there. His model for board room organization could revolutionize boards of companies in transition, like those of the rural electric program in America. It's a road map for where you already know in your heart that you want to go.

Tonight I read the last 60 pages of this book prior to a board meeting tomorrow. Hopefully, I'll have time to read the remainder, as I learned a lot from just 60 pages. There are key comments and quotes in this book that were "ah hahs" for me after many decades of serving on Chamber and public sector boards galore. I read it from my capacity as a civic Planning Commissioner Chair, a member of a local Chamber board, and as a member of a city Budget Committee and a county Budget Committee, as well as my past service as mayor of a community in California. Even with this experience, I found the book's focus on rising to large future issues as a board laudatory and an inspiring challenge to institute. The book gave me concrete ideas for changing meeting procedures and focus at the civic level. It's applicable for PTA board members to school board members to nonprofits or public sector boards and beyond.
Paul

Boards is a short book that can reenergize anyone stuck in the governing board doldrums. Easy to read with a system that could break down the barriers that people have to actually acomplishing anything from serving on a Board of Directors.