Walking the talk: how effective boards accelerate performance. Interview by Elizabeth Preiss, Ron Shulman, and Patrick O'Callaghan.
The interviews demonstrated the belief that boards are accountable for ensuring the effective performance of their organizations. A board's obligation and authority is not limited to recruiting, appointing and replacing the organization's CEO and officers. It must also guide, shape, improve and reward what people do on the job. Performance management is not a simple process. It depends on a number of contributing factors operating in concert. To perform well, people must understand what is expected of them, their work context and their role. They must receive appropriate feedback on how they are doing from someone whom they respect and trust, someone with insight into their jobs and authority to manage them. The board's ability and obligation to contribute leadership, to be the primary force steering the organization, rests on the effectiveness with which it is able to play the performance management role.
Hopital Notre-Dame, Montreal, Quebec.
A
A
Bisson
B
B
Blais
M
M
Cullen
G
G
Gagné-Koch
P C
PC
Hassen
A
A
Hearn
J H
JH
Tegenfeldt
D002170:Canada; D016542:Chief Executive Officers, Hospital / Q000592:standards; D003625:Data Collection; D004650:Employee Performance Appraisal; D006075:Governing Board / Q000458:organization & administration* / Q000706:statistics & numerical data; D006740:Hospital Administrators / Q000592:standards*; D008330:Management Audit; D011361:Professional Competence