- Action
- Action planning change
- Affordable Care Act
- AHIMA
- Allen, Cathy
- American Camp Association (ACA)
- American Dental Education Association (ADEA)
- American Geophysical Union (AGU)
- approach for
- governance materials
- lessons learned
- membership
- structure for
- American Occupationer Therapy Association (AOTA)
- Anticipating reactions and Five Cs framework
- challengers
- champions
- changephobes
- chasers
- converts
- summary
- ASAE
- 2006 7 Measures of Success
- 2013 Governance Survey
- governance materials
- Association for Corporate Growth (ACG)
- agility
- Bucklin on
- case
- defining
- experience
- global
- mission
- Morton on
- Axelrod, Nancy
- Bayat, Mary
- Behaviors
- Best practices inquiry
- Block
- Bluhm, Christopher
- Board Chair Handbook (Wertheimer, Mindy R.)
- Board chair's opportunity
- about
- board elections popularity contest
- boards leads the conversation
- call to action and a good partnership lead to governance change
- come to terms with representational governance
- concepts and applications
- exchange leadership roles when necessary
- keep focused on the vision
- leadership committing to the process
- loose confederation and anemic performance
- make good use of good governance tools
- make use of task force
- name change and board performance
- old board members make way for new board
- plan integration with manageable parts
- summary
- take it at right speed for members
- Board change need
- Board influencing change within
- about
- concept(s) and applications
- leveraging intention to create governance change
- summary
- Board trust in association professional, case-Northwest Association of Independent Schools
- BoardSource
- Boas, Suzanne
- Bower, Cate
- Bowers, Ashley
- Bridgespan
- Brown, Dale
- Brundgart, Stacy
- Bryson, John
- Bucklin, Smith
- Call to action
- Camner, Rob
- Carter, Shannon
- Case
- Association for Corporate Growth
- call to action and a good partnership lead to governance change
- Delta Sigma Phi
- Case, Solar Electric Power Association
- “grow or die “ governance change
- need for change not recognized
- operational outgrowing an operational board
- strategy, bring evidence
- strategy, make for the case for change
- Case, The Northern Virginia Associates of REALTORS, leading change with constructive with constructive board-CEO partnership
- Case-Northwest Association of Independent Schools
- board trust in association professional
- challenge: operational board
- current and potential stakeholders involvement
- decision-making roles clarification
- mission clarification to clarify board role
- nimble bylaws
- nimbleness through task forces
- questions about board's role
- responsibilities shift with trust growth
- Catalysts and Watersheds
- about
- concepts and application
- using growth to make for governance change
- Ceh, Victoria
- CEO's opportunity
- about
- concept(s) and applications
- leading change with constructive board-CEO partnership
- summary
- Chait, Dick
- Challenge
- are we relevant?
- board chair's opportunity
- collegial converts challengers to converts
- cultural leveraging for efficient governing boards
- formal and informal assessment supports governance change
- “grow or die “ governance change
- incoming CEO governance change motion
- leading change with constructive with constructive board-CEO partnership
- leveraging intention to create governance change
- Solar Electric Power Association
- Change
- habit and institution of
- how and why
- human resistance of
- and life-cycle theories
- people affected by
- theories of
- Change and people
- about
- concepts and application
- emotional intelligence and recipients of change
- habitualization change
- organizational culture and recipients of change
- summary
- Change beginning source
- about
- change and life-cycle theories
- change models
- concept(s) and applications
- types of change
- understanding nature of change
- summary
- Change models
- about
- Action Research Model
- Lewin's Planned Change Model
- Positive Model
- Collegial converts challengers to converts
- accepting change at right-pace pays off
- angry past presidents
- board development
- clarify national and regional roles
- clubby but comfortable board
- create a flexible governance model
- get buy-in membership
- hands-off board
- keep process consistent with organization culture
- maintaining momentum
- maintaining momentum when things are going well
- mission-driven decisions
- National Council of University Research Administrators
- nCURA discovers it has a problem
- need for broad geographic representation
- politics causes rift in membership
- process start
- recruit champions to convert the challengers
- redefine the Board's role
- succession planning
- Collins, Jim
- Compassion Capital Fund National Resource Center
- Competency & Credentialing Institute (CCI)
- Concepts and applications
- board influencing change within
- change agents
- concepts and application
- designing change plan
- engaging Board consultants
- engaging interim management
- generative thinking
- group facilitation skills
- how to introduce organizational change
- imagining the future
- organizational strategic assessment
- orientation and education
- recipients of change
- starting journey of change
- successful engagement of a consultant
- summary
- supporting board-lead change through team building
- visioning exercise
- windows of opportunity
- Conclusion, strategies and resources for success
- Crouch, Bud
- Crutchfield, Leslie
- Cultural leveraging for efficient governing boards
- agree to change
- align governance needs with mission
- case, society of trust and estate practitioners
- create a process for change
- declining membership
- early wins
- get objective advice
- how to build momentum
- large slow moving Board
- long view on governance change
- member education and policy adaptation
- pace the change
- persistence and patience
- proactive volunteer recruitment development
- recognition needs of change opponents
- recruit change agents
- relinquish powers
- reluctance fo change
- shrinking the board
- split governance declining membership
- support open discussion
- support use data
- Data gathering
- Davidson, Andrew
- DeHaven, S. Joe
- Delta Sigma Phi
- “Dental Education at Crossroads Challenges and Change” (Institution of Medicine)
- “Design of the Partnership -- Board Head“ (National Association of Independent Schools)
- Diagnosis and learning
- Dispenza, Joe
- District of Columbia Nonprofit Corporation Act
- Dorsey, Mark
- Duhigg, Charles
- Edmonds, Chris
- Emanuel, Rahm
- Enderlein, Cheryl
- Episcopal Church of America
- Episcopal Schools
- Ferguson, Jim
- Fidler, Mary Beth
- Financially healthy
- Finn, Carol
- Formal and informal assessment supports governance change
- board member exit interview
- board realized it has been remiss
- board turnover means expertise is lost
- build open board-staff dialogue
- Case, League of Minnesota Cities
- don’t get complacence all over again
- ensure prospective board members are ready to govern
- evaluation board meetings
- flexible knowledge management
- invest in generative discussions
- mentoring for the incoming and exit interviews for the outgoing
- monopoly market results in benign neglect
- reassess priorities and capacity
- use task force and working groups to keep thoughts Board and Generative
- Freezing
- Future, preferred envisioning
- Garcia, Lily T.
- Gazley, Beth
- Getting the most from assessment an evaluation
- about
- Board self assessment
- concept(s) and applications
- evaluation and other process evaluations
- formal and informal assessment supports governance change
- summary
- Gladwell, Malcolm
- Good to Great and Good to God and the Social Sectors (Collins, J.)
- Gordon, Lynne Thomas
- Governance
- encouraging change
- improvement
- outlook on
- Governance as Leadership (Chait, Ruan, and Taylor)
- Governance change, using growth to make, process for change creation
- Governance change, using growth to make for
- case, Solar Electric Power Association
- compromise willingness
- early wins usage to maintain momentum
- incremental change
- practice of new way of leading
- put change agents on nomination committee
- Governance elements
- Grant, Heather
- Grove, Tim
- “Grow or die “ governance change
- build board's trust in staff
- build impetus for change
- build internal capacity for change
- case, Association for Corporate Growth
- invest in strategic planning
- members demand more than board can deliver
- outcomes
- take advantage of association culture
- use evidence of value to create trust in the change
- use staff turnover as an opportunity
- weak chapter trusting national board
- weak strategic orientation
- Guo Chao
- Hamm, Julia
- Hansen, Christina
- Harmon Coerver and Associates
- Harrris, Wylceia, Wiggs
- Harvey, David
- Hawk, Pat
- Hawker, Kate
- Henney, Christopher
- Holmes, Vivian
- Husemoller, Mary
- Implementing change
- about
- collegial converts challengers to converts
- concept(s) and applications
- dealing with obstacles
- Incoming CEO governance change motion
- ambition recruitment
- board alignment profile with new strategic needs
- board experience breadth
- case, National Foundation for Credit Counseling
- competition and lack of differentiation
- critics engagement
- get experience
- government best practices research
- Innovator or die
- Inquiry initiation
- Intention
- Isabella, Lynn
- Jackson, Phil
- Jessee, Patrick
- Jick, Todd
- Joint action planning
- Joint diagnosis
- Jordan, Michael
- Keating, Susan C.
- Kenyon, Tracie
- Kissman, Katha
- LaBranche, Gary
- Lair, Susan
- Lally, Phillippa
- Larmett, Kathleen M.
- Leading change with constructive with constructive board-CEO partnership
- board demographics vs. membership
- board selection and diversity needs
- board trust in association professional
- case, The Northern Virginia Associates of REALTORS
- incoming CEO governance change motion
- make good use of volunteers
- reestablish Board trust in staff
- rudderless ship taking on water
- weak infrastructure
- wrong CEO for the Job
- Leading sideways. See Board influencing change within, leveraging intention to create governance change
- League Governance Handbook
- League of Minnesota Cities
- Lesley, Bruce
- Leveraging intention to create governance change
- case, American Geophysical Union
- case, Delta Sigma Phi
- clarity of purpose and fun
- focus on partnership
- good lines of communication
- growing but not governing
- interim leadership
- no growth and no strategy
- recruit change agents
- recruit change get a conjective opinion
- team-building exercises
- vision and metrics
- Leveraging intention to create governance change, leading sideways
- Lewin, Kurt
- Managing Change (Jick, Todd)
- McCoach, Pam
- McEntee, Chris
- McNamara, Tim
- Miller, Jim
- Mintz, Joshua
- Mitstifer, Dorothy
- Moreland, Kim
- Morton, Charles (Chuck) Jr.
- Moses, Robert Parris
- National Association of Independent Schools (NAIS)
- National Association of REALTORS
- National Association of Trailer Manufacturers (NATM)
- National Council of University Administrators (NCURA)
- National Council of University Research Administrators, collegial converts challengers to converts
- National Foundation for Credit Counseling (NFCC)
- National Institutes of Health
- Nonprofit Quarterly
- Northern Virginia Association of REALTORS (NVAR)
- Northwest Association of Independent Schools (NWAIS)
- Obstacles, dealing with
- anticipating reactions and Five Cs framework
- Gladwell's “tipping points,”
- maintaining momentum
- managing a new board culture
- managing data or lack thereof
- managing expectations
- managing the illusion of democracy
- using knowledge management to manage board turnover
- Organizational development (OD) practitioner
- Organizational evolution
- Osberg, David
- Parker Team Player Survey
- Partnership model
- Passivity, risks of
- Peters, Tom
- Planned change
- Policy Governance Model
- Positive qualities
- Powell, Colin
- The Power of Habit (Duhigg, C.)
- Problems
- Professional Association Network
- Prudential Leadership Award for Outstanding Nonprofit Boards
- Prudential Leadership Award for Outstanding Nonprofit Boards (BoardSource)
- Radwan, Susan
- Robert's Rules
- Ross, Bernard
- Rubin, David
- Saggese, Marty
- Segal, Clare
- Sharepoint site
- Sheets, Ann
- Simmons, Dennis
- Simons, Dennis
- Smith, Peg
- Social capital
- Society of Estate and Trust Practitioners
- Society of Teachers of Family Medicine (STFM)
- Society of Trust and Estate Practitioners (STEP)
- Solar Electric Power Association (SEPA)
- Board
- governance white paper
- Somers, Frederick P.
- Southwestern Association of Episcopal Schools (SAES)
- Storm, Terry
- Strategies
- board chair's opportunity
- case-Northwest Association of Independent Schools
- collegial converts challengers to converts
- cultural leveraging for efficient governing boards
- formal and informal assessment supports governance change
- governance change, using growth to make for
- “grow or die “ governance change
- incoming CEO governance change motion
- leading change with constructive with constructive board-CEO partnership
- leveraging intention to create governance change
- patterns in
- working with external consultants
- Support
- Thayer, Meade
- Themes discovery
- Theories of change
- Todd, Christine M.
- Transformation changes
- Trusdale, Pam O’Toole
- Turnovers, of board members
- Unfreezing
- What Makes High Performing Boards (Gazley and Bowers)
- What's In It For Me?
- Wiedenhoeft, Woody
- Wiley, Scott
- Windows of opportunity
- insider action
- starting points
- summary
- unexpected events
- Wootton, Connie
- Working with external consultants
- about
- challenge, are we relevant?
- concepts and application
- create a more inclusive board leadership
- restructure to allow for growth
- using a consultant to improve the leadership in leadership lens of governance
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