A model for strategic leadership.
Boards can exercise strategic leadership, but to do so well, they must change their concept of governance. Most of what is traditionally accepted in the boardroom is not conducive to excellence in strategic leadership and, in fact, actually impedes it. First, trustees must be able to escape the clutter that interferes with a continual emphasis on strategic issues. This calls for a far more incisive way to withdraw responsibility from administrative tissues in favor of control by policy. Second, trustees must understand that strategic leadership is a matter of how the board approaches its job, not a mechanical annual tussle with setting long-range goals. Third, trustees must structure their annual plans around updating their long-range intentions--chiefly concerning mission issues and priorities--and restating them in amended ends policies. Finally, trustees must realize that strategic leadership--hence, good governance--is not so much about budgets, personnel practices, construction projects or medical staff bylaws as it is about public policy, purpose, values and the vision that shapes institutional destiny.
D002170:Canada; D006075:Governing Board; D006752:Hospital Planning; D007857:Leadership; D008962:Models, Theoretical; D014341:Trustees