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Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition
 
 
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Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition [Hardcover]

John Carver (Author)
4.5 out of 5 stars  See all reviews (6 customer reviews)

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Hardcover, May 14 1997 --   -- --
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Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations
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"When I came upon Carver's book, I threw away everything I had collected on the subject of boards." (NRB, July/Aug. 2002)

Book Description

\'This book should be in the library of everyone who serves--or aspires to serve--on the governing board of any organization, large or small, nonprofit or corporate. Better than any other available resource, it tells what the roles of board members are and what they must and shouldn't do. An indispensable guidebook to leadership excellence. '--George Weber, secretary general, International Federation of Red Cross and Red Crescent Societies, Geneva 'John Carver's Boards That Make a Difference was required reading for board members of the Calgary Philharmonic Society. It provided a clear and concise road map with which we carried out significant governance restructuring of the society. ' James M. Stanford, president and leadership that supports the fulfillment of long-term goals.
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It is virtually impossible to escape contact with boards. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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6 Reviews
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4.5 out of 5 stars (6 customer reviews)
 
 
 
 
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1 of 1 people found the following review helpful
5.0 out of 5 stars Very Helpful, Mar 31 2003
By A Customer
This review is from: Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition (Hardcover)
The world is full of experts at what is wrong with the things that we do. Dr. Carver has a rock-solid, well thought out suggestion concerning how to do it right. One reviewer complained that Dr. Carver's suggestions are not realistic. Right is not often realistic, but right is always right. It's far better to start with an ideal and compromise from that point than to capitulate from the outset. Boards that Make a Difference is well worth reading.
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1 of 1 people found the following review helpful
5.0 out of 5 stars A must-have for not-for-profits!, Mar 29 1999
By A Customer
This review is from: Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition (Hardcover)
This book was the core piece of a radical change in our board room. It led us down the path we knew we wanted to go but didn't know how to get there. His model for board room organization could revolutionize boards of companies in transition, like those of the rural electric program in America. It's a road map for where you already know in your heart that you want to go.
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1 of 1 people found the following review helpful
5.0 out of 5 stars Essential for public boards seeking to lead strategically, Jan 26 1999
By A Customer
This review is from: Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations, 2nd Edition (Hardcover)
After 5 years on a local Board of Education I finally found a book that describes everything I know is wrong with board management practices in schools and nonprofit organizations. But that is the easy part. Carver offers sound alternatives to current practices that put the responsibility and the capability for strategic leadership right where it belongs--on the board.

I winced as I read Carver's description of reactive boards trapped in the "approval syndrome" in which boards rely on staff to bring issues and recommendations to them for approval. This pervasive practice not only takes board members out of the driver's seat, but it confuses the lines of accountability between the board and the CEO for the organization.

Carver offers a framework for changing all that by forcing the board to rethink all of its policy with an eye toward board-determined policies that operate at the highest level possible. In Carver's approach only four types of policies need to be set by the board: 1) "Ends" policies (board expectations), 2) Executive Limitations (the "don'ts" for the organization), 3) Board process policies and 4) Board-CEO relationship policies. *Everything* you need to be involved in can be fit into one of these four categories.

Want to learn how to stop working at the staff level and how to help your organization find a true sense of direction? Carver's book offers practical and straightforward ways of getting there.

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