LEADERSHIP & BOARD DYNAMICS

Module LBD-1: Mobilizing the Board for Leading Edge Innovation and Change

Understanding the nature and types of Boards is prerequisite to mobilizing innovation and change. We discuss the internal and external environments in which the Board evolves its mission and examine the mobilization processes and elements that ignite innovation and change. We also explore cohesion as facilitator of the Board’s evolutionary unfolding and further examine the Board as an evolutionary guidance work group.

Module LBD-2: Guiding the Board Process to Effective Outcomes

Boards are intensely dynamic work groups that transform strategies through the execution of several defining processes. We learn how the Board’s dynamics often limit corporate success and examine improved methods for building intergroup relations by applying theories of group dynamics to the Board process. We focus on: (1) governing the Board’s dynamics; (2) controlling the effects of positive and negative variables; (3) balancing the individual and the Board, and (4) overcoming the Group-Think Tragedy.

Module LBD-3: Climbing the Mountain to Effective Board Leadership

21st Century Boards are overwhelmed with information about Leadership. Overcoming the leadership glut, we identify styles of Board leadership, assess the personal qualities of effective Board leaders, and master the collective behavior of Directors who aspire to be leaders. We also examine the role of leadership in change and clarify the central skills of effective Board leaders as they master the art of politically working with co-leaders.

Module LBD-4: Infusing the Board’s Life-Cycle with Personal Wisdom

Many human experiences can be characterized by the life-cycle metaphor flowing from youth to maturity and on to old age. We examine the Board’s life-cycle and examine how to design a Board to achieve ultimate levels of performance, the Ulthule Level. We also examine Board turnover as an issue of life-cycle maintenance and the challenge of transitioning the Board through visioning and mission building while exploring the paradoxical wisdom of productivity strategies.

Module LBD-5: Escaping Your Dreams by Establishing A Leadership Vision

Understanding that a mission requires a vision, we identify the impacts of vision on the management experience, explore the "Brave New World" of the Board visioning process and finalize a personal vision for the Board. We assess both the business rationale compelling the vision and the expanded Board rationale forming the vision. We also assess inter-Board responsibilities and the impact of the vision on corporate management.

Module LBD-6: Seizing the Anomaly Within to Leapfrog the Competitor Without

Mining the anomaly of strategy within, we identify the motivations of various Board teams and design relevant success strategies. We define expectations among teams and between individuals, the "Both Ways"approach, identify the Critical Success Factors (CSFs) of each team, and define the Critical Failure Factors (CFFs) which prevent success.

Module LBD-7: Thinking Big in the 21st Century as an Evolutionary Board

Using a theoretical perspective to understand the evolutionary dimensions of Boards and what they do, we explore the Evolutionary Guidance Systems (EGS) concept and design the Board as an EGS. We also explore the psychology of ultimate behavior and integrate the concept of ultimate Board work with Board competence.

Module LBD-8: Capturing the Really Big Chance Through Agency Theory

Agency Theory explains why Boards suffer conflicting expectations. Simply stated: every Director brings a different agenda of embedded motivations and goals to the table making consensus short-lived. Leveraging Agency Theory as a problem solving model, we examine the management of conflicting expectations, assess the embedded motivations of Directors and their hired managers, and put the Board on a business basis while protecting each Director’s right to succeed.

Module LBD-9: Cleaning Out the Attic by Moving Beyond Old Strategic Thinking

Updating the Board’s vision, we examine strategy and strategic thinking for today’s business climate. We assess the business environment, move from the old 7-S Competitive Model to the more dynamic model of the 21st Century, evaluate the Director’s role in strategy building, and visualize a backup strategy "Just-in-Case."