GOVERNANCE
Module Gov-1: Governing Corporations in a Turbulent Environment
Although Governance is the most cogent obligation of the Board, not all governance is positive. Identifying the different types of governance, we examine this issue in the turbulent environment marked by the recent trends of corporate scandal. We also build a framework for governance in the 21st Century by examining the difference between corporate governance and team management.
Module Gov-2: Planning the Succession of Everyone
While Board membership often evolves through personal/professional networking, it is shared vision, leadership behavior, depth and breadth of knowledge, innovation, insight, and specific experience which most readily characterize a potential Director. Examining the challenge of Director succession, we explore the problem of selecting the CEO and finding the right leader at the least opportune time. We examine the characteristics of Directors, model the succession process to match the candidate to the position, and define succession requirements, performance expectations, and contract essentials.
Module Gov-3: Leveraging Leadership as the Foundation of Great Governance
Successful Directors value achievement, vision, diversity, professionalism, growth, and ethical behavior. Examining the Leadership and Management Effectiveness approaches to ultimate performance, Ulthule Performance, we establish professional standards governing Board work and explore the ethical and legal aspects of Board governance. We also explore the role of in-depth coaching in building commitment to achieve ultimate performance.
Module Gov-4: Reaping What We Sow or Sowing the Basics to Reap Success
Success cannot be extrapolated from past achievement. Examining the "Ten Tarnished Rules of Failure" and the value of governance in the modern enterprise, we examine the difference between sharing success or encouraging failure and explore the art of excelling in the cross-functional environment. We also examine the "Admiral Perry Folly" to overcome governance short-sightedness.
Module Gov-5: Mapping the Road to Reality
Exploring the conflict of immediate versus deferred recognition and learning to master the "Law of Board Success," we uncover the hidden agenda in governance and assess the Board’s authentic capabilities to govern adequately. We examine why we should carefully pace the years to success and explore the value of listening to our feelings. We also learn why there is no free lunch for Directors and see why thoughts are not necessarily reality .
Module Gov-6: Chartering the Course to Empower Leadership
Boards flounder because they lack an appropriate charter to empower leadership. Examining the Chartering process as an approach to developing a rationale for setting limits, we investigate the charter as a mechanism for specifying rules and resolving potential problems. We also examine what it means to design a Charter that enables performance at the highest level achievable.
Module Gov-7: Breaking the Performance Behavior Through Ultimate Governance
Not everyone commits to the principle of performance at the highest level attainable. Exploring the importance of integrating the factors of Board performance, we use contracts to manage problem Directors and succeed with interpersonal learning. We define the ultimate level of performance, identify types of Board Work, and explore the current trends in Board performance. We also design a personal framework for ultimate performance.