If you are a Corporate Director, it is enough to make you sick. Your well-being is at risk. Intuitively many executives recognize the risks and hazards of Optical Rectitis. Nevertheless, they do little to nurture their own well-being as Corporate Directors. The Systems Management Institute is concerned about this epidemic and offers an RX for the Board as a remedy. Responding to the call to check the spread of this crippling epidemic, we developed a repository of knowledge to innoculate Boards against the impending threat to their well-being. We designed a series of short, highly focused seminars as an intervention regimen to build the immunity of Corporate Directors and increase their effectiveness as Board Members.

The Board Remedy

Our RX for the Board Remedy includes 26 modules specially designed to improve Board well-being at the individual and team dimensions. The power of our regimen springs from its flexibility, inter-connectedness, and customization. Although we offer a recommended regimen for the convenience of clients, we designed our RX for the Board Remedy to work best when clients pick, choose, and otherwise customize a desired regimen by selecting from our continually evolving catalogue of modules. Clients self-design an event according to the contingencies, needs, and characteristics of their specific Boards. Clients are also free to request a special module in the event they do not see the desired topic in the catalogue. We refer to this as the RX for the Board self-design process.

The Self-Design Process

Please examine the following catalogue. Customize your own regimen by following our simple L for the Board self-design process. If you desire a one day seminar, select any five modules from the catalogue. If you prefer a two day event, select any ten modules. For a three day event, select any fifteen. You can build them as one, two, or three day programs. You can also schedule them as a series of one day seminars over a specific duration of your own choosing. The modules are so information-packed that you may even choose to build an entire one day seminar around any specific category. Our L for the Board Remedy is flexible and evolutionary. We designed it to accommodate your schedule and interest.

RX for the Board Syllabus

LEADERSHIP & BOARD DYNAMICS

Module LBD-1: Mobilizing the Board for Leading Edge Innovation and Change

Understanding the nature and types of Boards is prerequisite to mobilizing innovation and change. We discuss the internal and external environments in which the Board evolves its mission and examine the mobilization processes and elements that ignite innovation and change. We also explore cohesion as facilitator of the Board's evolutionary unfolding and further examine the Board as an evolutionary guidance work group.

Module LBD-2: Guiding the Board Process to Effective Outcomes

Boards are intensely dynamic work groups that transform strategies through the execution of several defining processes. We learn how the Board's dynamics often limit corporate success and examine improved methods for building intergroup relations by applying theories of group dynamics to the Board process. We focus on: (1) governing the Board's dynamics; (2) controlling the effects of positive and negative variables; (3) balancing the individual and the Board, and (4) overcoming the Group-Think Tragedy.

Module LBD-3: Climbing the Mountain to Effective Board Leadership

Modern Boards are overwhelmed with information about Leadership. Overcoming the leadership glut, we identify styles of Board leadership, assess the personal qualities of effective Board leaders, and master the collective behavior of Directors who aspire to be leaders. We also examine the role of leadership in change and clarify the central skills of effective Board leaders as they mastering the art of politically working with co-leaders.

Module LBD-4: Infusing the Board's Life-Cycle with Personal Wisdom

Many things in human experience can be characterized by the life-cycle metaphor flowing from youth to maturity and on to old age. We examine the Board's life-cycle and examine how to design a Board to achieve ultimate levels of performance. We also examine Board turnover as an issue of life-cycle maintenance and the challenge of transitioning the Board through visioning and mission building while exploring the paradoxical wisdom of productivity strategies.

Module LBD-5: Escaping Your Dreams by Establishing A Leadership Vision

Understanding that a mission requires a vision, we identify the impacts of vision on the management experience, explore the "Brave New World" of the Board visioning process and finalize a personal vision for the Board. We assess both the business rationale compelling the vision and the expanded Board rationale forming the vision. We also assess inter-Board responsibilities and the impact of the vision on corporate management.

Module LBD-6: Seizing the Anomaly Within to Leapfrog the Competitor Without

Mining the anomaly of strategy within, we identify the motivations of various Board teams and design relevant success strategies. We define expectations among teams and between individuals, the "Both Ways"approach, identify the Critical Success Factors (CSFs) of each team, and define the Critical Failure Factors (CFFs) which prevent success.

Module LBD-7: Thinking Big in the 21st Century as an Evolutionary Board

Using a theoretical perspective to understand the evolutionary dimensions of Boards and what they do, we explore the Evolutionary Guidance Systems (EGS) concept and design the Board as an EGS. We also explore the psychology of ultimate behavior and integrate the concept of ultimate Board work with Board competence.

Module LBD-8: Capturing the Really Big Chance Through Agency Theory

Agency Theory explains why Boards suffer conflicting expectations. Simply stated: every Director brings a different agenda of embedded motivations and goals making consensus short-lived. Leveraging Agency Theory as a problem solving model, we examine the management of conflicting expectations, assess the embedded motivations of Directors and their hired managers, and put the Board on a business basis while protecting each Director's right to succeed.

Module LBD-9: Cleaning Out the Attic by Moving Beyond Old Strategic Thinking

Updating the Board's vision, we examine strategy and strategic thinking for today's business climate. We assess the business environment, move from the old 7-S Competitive Model to the more dynamic model of the 21st Century, evaluate the Director's role in strategy building, and visualize a backup strategy "Just-in-Case."

DIVERSITY & GLOBALIZATION

Module DG-1: Navigating the Storm of Globalization to a Safe Harbor

Globalization requires Boards to navigate a range of unfamiliar psychological complexities to remain competitive. Exploring the psychology of global work behavior, we examine the impact of diversity on the planning of change and the integration of diverse work groups to build group competence. We also explore the challenges of professional standards in globalization and the ethical, legal, social, and justice impacts.

Module DG-2: Finding Enrichment in the Culturally Diverse Board

Multiculturalism, ethnicity, and diversity are the new concerns of many Boards. Leading culturally diverse organizations is counterintuitive. Identifying the challenges and opportunities of culturally diverse Boards, we overcome the myths that reduce their effectiveness. We assess the range of cultural diversity, examine the limits and goals of multicultural groups, and learn how to respond to the different cultures forming diverse Boards.

Module DG-3: Refining Our Personal Strategic Vision to Transform Board Diversity

Diversity increasingly impacts management thinking and practice. Enabled by a personal strategic vision, we learn to lead culturally diverse groups to greater achievement and explore the concept of multicultural awareness to capture more potent strategic opportunities. We also build our own roadmap for transforming the challenge of diversity into opportunities for professional growth.

GOVERNANCE

Module Gov-1: Governing Corporations in a Turbulent Environment

Although Governance is the most cogent obligation of the Board, not all governance is positive. Identifying the different types of governance, we examine this issue in the turbulent environment marked by the recent trends of corporate scandal. We also build a framework for governance in the 21st Century by examining the difference between corporate governance and team management.

Module Gov-2: Planning the Succession of Everyone

While Board membership often evolves through personal/professional networking, it is shared vision, leadership behavior, depth and breadth of knowledge, innovation, insight, and specific experience which most readily characterize a potential Director. Examining the challenge of Director succession, we explore the problem of selecting the CEO and finding the right leader at the least opportune time. We examine the characteristics of Directors, model the succession process to match the candidate to the position, and define succession requirements, performance expectations, and contract essentials.

Module Gov-3: Leveraging Leadership as the Foundation of Great Governance

Successful Directors value achievement, vision, diversity, professionalism, growth, and ethical behavior. Examining the Leadership and Management Effectivity approaches to ultimate performance, we establish professional standards governing Board work and explore the ethical and legal aspects of Board governance. We also explore the role of in-depth coaching in building commitment to achieve ultimate performance.

Module Gov-4: Reaping What We Sow or Sowing the Basics to Reap Success

Success cannot be extrapolated from past achievement. Examining the "Ten Tarnished Rules of Failure" and the value of governance in the modern enterprise, we examine the difference between sharing success or encouraging failure and explore the art of excelling in the cross-functional environment. We also examine the "Admiral Perry Folly" to overcome governance shortsightedness.

Module Gov-5: Mapping the Road to Reality

Exploring the conflict of immediate versus deferred recognition and learning to master the "Law of Board Success," we uncover the hidden agenda in governance and assess the Board's authentic capabilities to govern adequately. We examine why we should pace the years to success carefully and explore the value of listening to our feelings. We also learn why there is no free lunch for Directors and see why thoughts are not necessarily reality .

Module Gov-6: Chartering the Course to Empower Leadership

Boards flounder because they lack an appropriate charter to empower leadership. Examining the Chartering process as an approach to developing a rationale for setting limits, we investigate the charter as a mechanism for specifying rules and resolving potential problems. We also examine what it means to design a Charter that enables performance at the highest level achievable.

Module Gov-7: Breaking the Performance Behavior Through Ultimate Governance

Not everyone commits to the principle of performance at the highest level attainable. Exploring the importance of integrating the factors of Board performance, we use contracts to manage problem Directors and succeed with interpersonal learning. We define the ultimate level of performance, identify types of Board Work, and explore the current trends in Board performance. We also design a personal framework for ultimate performance.

ETHICS, LAW, & JUSTICE

Module ELJ-1: Facing the Ethical and Legal Issues of Board Activities

Occasionally the ethics of a situation surpasses the constraints of legal governance. We examine the issue of ethics and ethical codes by investigating core ethical conflicts and legal issues and ethical versus legal Decision-Making. We also examine the value of promoting ethical principles and consider how best to respond to alleged unethical complaints.

Module ELJ-2: Navigating the Pitfalls and Tarpits of A Global Business Code of Conduct

Although fundamentally a commercial venture, globalization impacts the internal security and viability of the United States. We examine the impact of globalization on the internal security and viability of companies and explore how it confronts many different business codes of conduct. We also examine how the divergent social values impact the governing codes of conduct of competing companies and explore how globalization impacts the strategies and plans for international expansion.

Module ELJ-3: Overcoming the Group-Think Tragedy Through Social Justice

While on one hand the valuable contribution of individuals can be lost in hesitation, on the other a strong Director may lead an entire Board astray. Exploring potent ways to move from conflict to productivity and leverage the results to facilitate Board development, we identify potent ways to guide collective behavior while reducing the emergence of crowd behavior and separating decision making from conclusion building.

Module ELJ-4: Achieving Consistency in Thought and Action to Build Board Success

Technology is paradoxical. While improving the mastery of time by empowering Boards in action, technology also fragments cooperation, reduces focus on objectives, and otherwise adds layers of administrative complexity. Returning to the basics of Board success by examining the issues of technology in the Boardroom, we examine the myths of superior management by (a) aligning Board beliefs with social reality, (b) shattering traditional comfort zones to leap-frog failure and (c) living values to achieve consistency in thought and action in spite of technology.

Module ELJ-5: Fulfilling Fiduciary Responsibilities of Board Membership

A fiduciary relationship is best characterized by mutual trust and justice. Examining the issue of Board worthiness and the prerequisites of new Directors, we review the essentials of constructive communications, relationships with audit committees, problems of compensation, steps to Board worthiness, risks, ethics and morals, evaluations of CEOs, and related topics.

Module ELJ-6: Managing Information Resources, Technologies, and Plans

2010 is not 1980! Informed and innovative Directors understand how to employ a host of Information technologies to enable leading business practices and gain competitive leverage in a fierce market economy. Exploring the reality of Information Technology as a strategic resource, we examine the gap between I/T in organizations and Boardrooms. We examine the risks of enterprise solutions, the problems of security and safety, and the minefield of Outsourcing, or Off-Shoring, and its significance to our corporate vision and bottom-line. We also examine the future of I/T, the measurement of benefits, and problems of power and responsibility in I/T strategic planning.

Module ELJ-7: Assessing the Board's Potential to Remain Relevant

Occasionally Boards use inappropriate techniques. Using advanced techniques of systems management, we expand the opportunity for Board relevance. We leverage key advantages, identify constraints, and evaluate the potential to remain relevant by building an environment for success.

This highly selective Board of Directors program is open to achievement minded private and public sector professionals. Designing their own development paths, Directors select modules that meet their individual and group needs and satisfy their professional aspirations.

MID-CAREER DEVELOPMENT FOR CORPORATE DIRECTORS
SYSTEMS MANAGEMENT INSTITUTE
PLEASANT HILL, CA

Our Board Leadership Programs offer interdisciplinary education and development in the following areas of professional competence:

• Leadership & Board Dynamics
• Diversity & Globalization
• Governance
• Ethics, Law, & Justice

For more information on our L for the Board Practice and its programs, call: (925) 746-7147 send e-mail to: rnewkirk@smilc.com