Governance: Art or Science?

Every credit union should be lead by an effective and high-performing board which is collectively responsible for the success of the members.

Good governance is both
difficult and easy. Being in the right practices creates a systematic approach to effective governance.

In this presentation we will discus:

  • Governance Perspective
  • Systematic Approach
  • New practices to take home

Creating and Sustaining a High Performing Board.

Every credit union should be lead by an effective and high-performing board which is collectively responsible for the success of the members. In this presentation, we discuss how to create and sustain a high performing board.

  • What do the stakeholders expect from the credit union and the board in its oversight role?
  • What does the CEO expect from the board in terms of governance, decision making, strategic oversight and succession planning?
  • How does your Chair define quality participation of the board?
  • How does your Chair define quality participation of the CEO?

Board Succession Planning – Where & When to Start

2014 CUES Directors Conference – Roundtable Discussion

Why is Board Succession Planning an important discussion topic?

  • The average age of Directors is 63
  • Retention is difficult
  • It is important to find the best and brightest minds
  • Thought and mission continuity – core philosophy
  • Canadian regulators mandate succession
  • Rigors of getting trained
  • Financial literacy requirements and training
  • Time commitments
  • Certification?
  • Committee vs. Education

Questions for discussion:

  1. What do we hope to achieve with board succession planning?
  2. What are our succession planning philosophy and policy? Is it tied with the strategic plan?
  3. Who should lead the process? Who should be involved?
  4. Who should be on our board? Why?
  5. How would term limits enable/inhibit our ability to best serve our current and future membership?
  6. Is board compensation something we should consider?

Determining Your Leadership Style

As a leader, you are more than your values, beliefs, and behavior. You are a pattern. You are a storybook consisting of three dimensions:

•  The past is the history
•  The present moment is the center of being and action
•  The future is the trajectory of our felt imagination

In this presentation, we investigate what drives your leadership and life. How does it affect you and those around you in the board room, on committees, in conversation with your CEO, and in strategic dialogue?

Tri-Modal Board Leadership: Change the Conversation!

Dr. Deedee Myers, Ph.D., MSC, PPC

CEO, DDJ Myers, Ltd.

Move from the bedrock of governance to dynamic board leadership, ensuring greater alignment amongst board members and between the board and chief executive officer. Boards are responsible for fiduciary oversight, a Type I board oversight. Many boards are in the question of what needs to shift, so they add more value. Some reach a Type II mode in which board members genuinely operate at a strategic level. However, the most effective boards operate at a Type III mode – the “Black Box” for effective board governance. This is where boards, along with executives, frame challenges as well as opportunities and leverage their competitive advantage with new and creative methods of collective thinking with rigorous discussions and decision-making. Dr. Myers shows how credit union boards are shifting from a Type I and II mode to a tri-modal governance framework to take advantage of all three dimensions.

Find out how this dynamic thinking has helped other credit union boards focus 75% of their time and energy on strategy (like it should be)! Reinvigorate the boardroom, improve board member performance, attract new and younger board members, and actually enjoy their experience as leaders of a credit union. Take home the same tools high-performing boards are using by taking advantage of this innovative tri-modal governance model.

Tri Modal Governance – Change the Conversation by DDJ Myers Widescreen

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