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Tag: transit board capacity building

Creating Board Development Champions

March 10, 2022 0 Comments

You might recall that a year or so ago, we posted two articles on the subject of board capacity building – what is popularly known as board development.  Our March 25, 2021 post makes the case for launching formal board development initiatives and describes the key elements of board development:  https://boardsavvytransitceo.com/solving-the-board-development-puzzle-the-what-and-the-why/ .  Our April 14, 2021 post describes two vehicles for developing your board’s governing capacity  – the daylong governance retreat and the governance task force that meets five or six times:  https://boardsavvytransitceo.com/solving-the-board-development-puzzle-the-how/.

Both vehicles have proved to be highly reliable vehicles when provided with strong executive support, but … Read the rest

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3 Quick Fixes That Won’t Corral the Rogues on Your Board

July 1, 2021 0 Comments

“Rogue” board members are trouble makers who march to their own governing tune at their own tempo, with little concern about the impact on their board colleagues.  Their behavior can erode a board’s governing performance and poison a board’s culture, while in the process occasionally even tarnishing a transit authority’s image in the community.  The most effective approach to fencing your rogue board members in and preventing them from wreaking havoc is fully developing your board’s governing architecture.  In a nutshell, this involves such elements as a detailed description of your board’s governing responsibilities; a well-designed standing committee structure; strong … Read the rest

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Solving the Board Development Puzzle:  the How

April 14, 2021 0 Comments

Our readers might recall that the March 25 post at this blog dealt with two pieces of the board development puzzle:  WHAT does board development mean?  WHY is it critical that the CEO spearhead board development, wearing the Board Developer-in-Chief hat?  The post points out that your transit board – like any other formal organization – can be consciously and systematically developed into an organization more capable of carrying out its mission:  to govern your authority.  Of course, board development is an ongoing function because the field of transit governance is continuously evolving.  Another important point the post makes is … Read the rest

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Ownership: the Fuel that Powers Significant Board Change

October 10, 2019 0 Comments

Let’s begin with a sad and all-too-familiar true tale of woe that a transit general manager recounted to me in one of our early coaching sessions. A few months earlier, he and the governance consultant he’d retained to analyze his board’s structure joined all board members in a special two-hour work session to consider a recommended new committee structure to replace the administratively-focused, narrow “silo” committees that the GM and consultant agreed were leading to rampant board micro-management. Standing at the front of the conference room, the GM and his consultant began the PowerPoint presentation describing the functions of the … Read the rest

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3 Quick Fixes That Won’t Corral the Rogues on Your Board

June 19, 2019 0 Comments

Last week’s post at this blog talked about tried and true approaches to reining in “rogue” board members. I defined them as “trouble makers who march to their own governing tune at their own tempo, with little concern about the impact on their board colleagues” and observed that their behavior “can erode a board’s governing performance and poison a board’s culture, while in the process occasionally even tarnishing a transit authority’s image in the community.” The most effective approach to fencing your rogue board members in and preventing them from wreaking havoc, according to last week’s post, is fully developing … Read the rest

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The CEO as Chief Board Developer: Part 2

August 16, 2018 0 Comments

The August 6 post at this blog makes the case for transit chief executives to play what I call the “Chief Board Developer” role, building the board’s capacity to do the really high-impact governing that turns board members into satisfied owners of their governing work.  As I observe in that post, your long-term success as CEO heavily depends on strong leadership from board members who own their governing role.  Two of the most powerful approaches for building your board’s governing capacity while also generating the kind of board ownership that fuels commitment to implementing the capacity building recommendations, are the … Read the rest

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Taking a Holistic Approach to Strengthening Your Board’s Culture

January 3, 2017 4 Comments

“Nothing’s really changed, and that’s terribly disappointing.”  This is what the CEO told me in a recent coaching session about the results of a daylong board-CEO “team building” retreat that’d been held around three months earlier.  The session had been scheduled, the CEO explained, in response to the perception of a majority of board members and the CEO that the board’s culture had become increasingly dysfunctional, characterized by uncivil debate in public board meetings, including some board members actually challenging their colleagues’ motives, and by board members snipping at the CEO and members of her executive team, etc.

This CEO … Read the rest

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