Speaker Name: Kurt Senske

The CEO and the Board: The Art of Governance as a Missional and Competitive Advantage

The meeting featured Kurt Senske, an expert in board governance and leadership, who presented on how CEOs can effectively utilize their boards as strategic assets. Kurt discussed evolving board governance practices, emphasizing the importance of smaller boards with focused missions, intentional succession planning, and evidence-informed metrics, while addressing both structural and human dynamics challenges. The session concluded with discussions about board governance challenges, including DEI considerations, changing funding streams, and adapting to new generations of donors, with participants sharing experiences from various organizational contexts.

Maximizing Board Leadership for CEOs

The group welcomed Kurt Senske, an expert in board governance and leadership, to discuss how CEOs can best utilize their boards as an advantage. Kurt agreed to be recorded and shared his screen to present. The format for the session was established: Kurt would speak for 15 minutes, followed by an open dialogue with the group. Tom Willis announced that the next three speakers were lined up, covering topics such as intelligent failure, servant leadership, and innovation and creativity. The session aimed to provide valuable insights for CEOs on working with their boards.

Modernizing Board Governance Post-COVID

Kurt, a former CEO and author, presented on evolving board governance practices, highlighting how COVID-19 accelerated changes in fundraising, volunteerism, and organizational complexity. He emphasized the need for smaller boards (6-12 members) with focused missions, intentional succession planning, and evidence-informed metrics. Kurt noted that post-COVID boards require more technical expertise and suggested that organizations that don't embrace AI may not survive in 5 years. The presentation concluded with a discussion of challenges to effective governance, categorizing them as either "plumbing" (structural issues) or "people" (human dynamics) problems.

Modernizing Board Policies and Strategy

Kurt discussed the importance of updating outdated organizational policies and procedures to align with current needs. He emphasized that boards should spend 50% of their time focusing on future strategies and challenges. Kurt also highlighted the need for boards to address "elephants in the room" and suggested that CEOs should work with their boards to ensure they have the right expertise and skills. The discussion touched on the challenges of managing diverse board members with differing beliefs and the CEO's role in leading and guiding the board effectively.

CEO-Board Dynamics: Trust and Partnership

Kurt and Tom discussed the dynamics between CEOs and boards, comparing it to a marriage where trust and partnership are essential. They emphasized the importance of a strong leader and the need for boards to fulfill their fiduciary responsibilities. Tom shared his experience in public school districts, highlighting the importance of involving the board in the process rather than just the outcome. They agreed that having a clear understanding of roles and maintaining a strong relationship with the board is crucial for effective leadership.

Board Governance Challenges and Solutions

The group discussed board governance challenges, with Kurt emphasizing the importance of setting realistic expectations and involving board members strategically rather than focusing solely on outcomes. Shauna and Lisa shared experiences from mental health organizations about transitioning from member-driven to policy governance models, noting that effective strategic planning requires a strong governance foundation. The discussion concluded with Kurt identifying key challenges facing boards today, including DEI considerations, changing funding streams, mission clarity, and adapting to new generations of donors, while Tom Mahoney asked about the tipping point for leaders to address governance issues, to which Kurt responded that proactive leaders seek improvement before reaching crisis points.

Enhancing Board Governance Practices

Kurt discussed challenges in board governance, emphasizing the importance of emotional intelligence and strategic planning. He highlighted issues with volunteer recruitment, particularly among younger demographics, and suggested reducing board size and term limits to address these challenges. Kurt also stressed the need for boards to engage in succession planning and to support executive directors effectively. The group discussed how to approach boards about skill set gaps and agreed that Kurt's book could be a useful tool for boards looking to improve their governance practices.

Check out his latest book to learn more: The CEO and the Board