Governance as Leadership: Reframing the Work of Nonprofit Boards

This is a fantastic book and I would recommend it to anyone interested in governance.

Governance as Leadership: Reframing the Work of Nonprofit Boards This is a very user friendly book. It has been well researched and makes interesting reading. The content is logical and realistic. This book would be a very useful reference tool for any Trustee and would also be useful reading for any C.E.O. of a non profit Board.

Sounds,looks and feels like a stuffy book. But wait, it reads like a spy novel; it is filled with current scenarios, practical insight, new ideas and wisdom to help your board service be a fulfilling use of your time. If you are a board member or work with volunteer boards, this is worth a read.

For individuals contemplating either why their board isn't working very effectively or why they are not enjoying the experience of board involvement, this book offers a variety of concepts that are well worth considering by every member of the board, not just the leadership.

I found this book to be a breath of fresh air. It offers a new way of looking at nonprofit boards, in a relatively short, easy to read manner. There is a wealth of information designed to help nonprofit boards of directors become more effective. Unfortunately, existing approaches have been less than successful with most boards. This book identifies the problem as one of purpose rather than performance. The book identifies three modes that boards of directors can operate in: the traditional fiduciary mode, the strategic mode and the generative mode. The authors emphasize the importance of encouraging board members to engage in generative thinking. Engaging board members in this way makes their work more meaningful and satisfying, while at the same time benefiting the organization through more creative, committed leadership. It suggests signs to look for to identify opportunities for generative thinking. Another interesting new concept discussed in the book is considering directors as a form of "working capital". This is further broken down into intellectual capital, reputational capital, political capital and social capital. Again, this new framework for looking at what board members have to offer increases the opportunities for them to make meaningful contributions to the organization.