National Executive Leadership Institute (NELI) For Potential Vice Presidents Tigh -Na-Mara Resort

1. National Executive Leadership Institute (NELI) • For Potential Vice Presidents • Tigh-Na-Mara Resort • Parksville, British Columbia July 9 - 14, 2011 Presenter: Dr. H. J. (Tom) Thompson

2. SharedLeadership • The governance act of a Board, in concert with the administration, whereby the Board facilitates the development and ensures the implementation of the organization’s vision and outcomes.

3. Board Effectiveness • It is evidenced in the Board’s collective knowledge, skill, and ability to steward on a consistent basis the organization’s ends. • The Board does so by understanding and performing their four primary roles – fiduciary, policy development, monitoring of performance, and external relationships.

4. What is the Relationship between the Practice of Shared Leadership and Board Effectiveness in Higher Education?Educational Leadership andManagement Stream

5. Doctoral Thesis Title • An Exploration of the Relationship Between the Practice of Shared Leadership and Board Effectiveness Within the Boards of the Public Colleges of Alberta (Canada). • University of Calgary, Graduate Division of Educational Research, January 2008.

6. Major Conclusion One • An Understanding of Shared Leadership is Foundational to Effectiveness and Governance as Stewardship. • For stewardship to emerge it is clear that non-profit Boards must first work on their understanding of governance as a collaborative effort.

7. Major Conclusion Two • The Practice of Shared Leadership Affects (Governance) Competency Development. • These competencies, which once required only a fiduciary level of participation, today call for governance skills and abilities that underpin strategic and generative levels of commitment.

8. Major Conclusion Three • The Organization’s Performance Reflects the Practice of Shared Leadership. • From a shared leadership perspective, learned effectiveness, with a results orientation, is at the heart of practicing governance as opposed to doing it.

9. Major ConclusionFour • The President’s Competency and Performance Can Positively Affect the Board’s Effectiveness. • Effective Presidents seek to build their organizations, in concert with their Boards and communities, by taking an architectural approach to organizational development. It begins with building governance as stewardship.

10. Major Conclusion Five • The Board’s Human Capital Composition Can Positively Affect the Board’s Effectiveness. • A high trust Board can become a great meeting point where consensus is developed around the organization’s ends. • Diversity in the Board’s composition becomes synonymous with competitive advantage and learned effectiveness.

11. Major Conclusion Six • The Board’s Governance-related Education and Training Can Positively Affect the Board’s Effectiveness. • Boards that plan and participate in targeted, ongoing training demonstrate effectiveness, improved competency levels, and higher organizational ratings.

12. Major Conclusion Seven • The Board’s View of Themselves as Listeners is Fundamental to Their Understanding of Governance Responsibility. • By systematically and actively listening, the Board discovers and builds capacity to see the organization as a whole.

13. Dr. H. J. (Tom) Thompson

14. Presenter • Dr. H. J. (Tom) Thompson • President, Olds College • Olds, Alberta, Canada • 1-403-556-8301 • tthompson@oldscollege.ca • blog/thompsonongovernance.com