President and Board: Essential Partnerships for Success
In leadership, the president and board play critical roles that directly impact organizational effectiveness. The president's leadership is complemented by the board's guidance, with the chair's role pivotal in fostering collaboration and driving strategic decision-making. Understanding the dynamics between these key entities is essential for governance and achieving shared goals. This relationship underscores the interconnectedness of leadership structures in advancing organizational success.
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Presentation Transcript
A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD IS ONLY AS GOOD AS ITS CHAIR
Building an Effective Board Dr. Carol Cartwright President Emeritus, Kent State University Senior Consultant, AGB 2
Public Trusteeship Respect the public trust Ensure that public purposes are served Advocate for the value of public higher education Reflect institution s best interests even in the face of competing forces Debate vigorously speak with one voice in public 3
An Effective Board Understands and respects the difference between governing and managing. Balances advocacy and oversight In spite of differing views, speaks with one voice 4
An Effective Board Observes the highest ethical standards no conflict of interest Balances the institution s interests with state needs Listens to all constituencies without giving any veto power 5
An Effective Board Monitors to ensure the quality of the educational experience for students Is committed to due process and academic freedom for students and faculty 6
An Effective Board Pursues board education Is informed of national trends in higher education both state and regional needs Makes decisions that are data driven Regularly assesses its own performance and its governance capacity 7
Board Performance Board and institutional performance are closely related. Boards have major impact-positive or negative Reputation Counts in Higher Education Donors Recruiting Faculty & Best Students State Funding 8
Board Leadership Board Performance Boards Must be Self Regulating A president cannot police the board Challenge: Governance is a team sport but boards are mostly composed of quarterbacks A Team of Equals 9
High-Performing Boards Engaged and Informed Support Presidential Leadership Balance Oversight and Advocacy 10
Oversight and Delegation Oversight and Delegation Where is the Balance? Where is the Balance? Cannot delegate ultimate fiduciary responsibility Delegate to the President abundant authority to manage 11
Oversight and Delegation Oversight and Delegation Where is the Balance? Where is the Balance? Clearly convey to the President about expectations Hold President accountable Establish conditions for success for President 12
Board Board- -President Partnership President Partnership Clear expectations Shared vision Mutual agreements about priorities/plans Roles of key stakeholders Climate of trust and candor 13
Thank You Carol Cartwright ccartwri@kent.edu 14
