With respect to governance, conventional wisdom suggests that boards of directors are expected to (1) set overall strategy and policy objectives, (2) react to the ways the staff plans to achieve those aims and (3) monitor whether the organization is making sufficient progress toward its goals.

Realistically, new practices and guidelines alone, however sensible, cannot reform trustees mesmerized by operational details or compensate for senior staff unable or unprepared to raise the board's sights. Thus, the recommendations offered here are intended to help trustees and chief executives who are already so inclined to direct the board's energy toward institutional governance, the area where the board is probably best positioned to add value to the organization. (p. 1-2)

CONTENTS
Why do some boards manage more than govern?

What is the executive's role?

1. Articulate an institutional strategy for careful, periodic review by the board.
2. Structure board materials to direct trustees' attention to issues of policy and strategy.
3. Structure Board meetings to direct trustees' attention to issues of policy and strategy.
4. Equip trustees with the capacity to monitor organizational performance and progress.

What is the board's role?

1. Create clear expectations for the board.
2. Create clear expectations for the chief executive.
3. Structure meetings to direct the board's attention to matters of policy and strategy.
4. Collect feedback on the board's performance.

What can be gained?
Suggested resources.
About the author.
Author's note.