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Archive for July, 2018

Beware of the Passive-Reactive Board

July 31, 2018 0 Comments

Over the years, a basically passive-reactive approach to governing – a model of sorts – has been passed down and has predominated – and probably still predominates – in both the for-profit and public/nonprofit sectors.   This approach – or model – sees the governing board as basically a responsive body, rather than as a generator or initiator of actions or products.  You can picture the passive-reactive board sitting at the pinnacle of the organization, waiting for staff-initiated things – policy recommendations, documents such as plans and budgets that call for adoption, briefings that require no action, etc. – to arrive, … Read the rest

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VIA’s Jeff Arndt: Connecter-in-Chief Extraordinaire

July 26, 2018 0 Comments

There’s wide agreement in the for-profit sector that CEOs should be actively engaged in the external arena – building their enterprises’ image and maintaining relationships with key stakeholders.  In fact, many for-profit CEOs have testified that they routinely spend more than 50 percent of their time dealing with external matters, which is one of the most important reasons why the CEO-COO (chief operating officer) structure is so widely employed.  If you’re committed to being your organization’s Ms. Outside, then it makes good sense to put a Mr. Inside in place to ensure that the shop runs smoothly in your absence.… Read the rest

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Turning Your Board Into a Cohesive Governing Team: Part 2

July 17, 2018 0 Comments

As I noted in last week’s post at this blog, turning transit boards into really cohesive governing teams is no piece of cake, primarily because the great majority of transit board members are appointed by elected officials.  In practice this means that many if not most transit board members feel as – if not more – accountable to their appointing authorities than to their board colleagues.  Now matter how stiff the challenge, however, board-savvy transit CEOs know that they’ve got no choice but to help their boards become more effective governing teams for two main reasons.  First, teamwork is one … Read the rest

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Turning Your Board Into a Cohesive Governing Team: Part 1

July 10, 2018 0 Comments

Teamwork in the abstract is neither here nor there for public transit boards. The only serious reason for developing your board’s teamwork is to help it function as a more effective governing body that gets its governing work done more effectively and efficiently. The acid test of an effective team is its productivity in accomplishing its assigned tasks. Productive teams are also generally characterized by a high level of cooperation and coordination in getting their work done, harmonious relations among team members, the absence of debilitating conflicts, and the capacity to withstand considerable stress and strain without falling apart. You … Read the rest

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Get Your Board-CEO Retreat Right

July 5, 2018 0 Comments

Retreats have become a popular vehicle for involving transit board members, their CEOs, and executives in accomplishing high-impact governing work that could not be accomplished – at least not as well – in regular board business meetings.  Updating a vision statement and identifying and discussing strategic and operational issues certainly fall in this category.  The return on your authority’s investment of time, energy, and money in a retreat can be quite powerful, in terms not only of substantive outcomes such as an updated vision statement, but also process spin-offs such as esprit de corps, satisfaction, ownership of – and commitment … Read the rest

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