Many boards and organizations go to great lengths to develop statements or lists of values by which they intend to abide. But coming up with a list of values is of no use unless those values translate into actual behaviours. Does this situation look familiar?
As John Carver says, “I frequently encounter boards that have laboriously produced statements of mission, vision, values, and philosophy. Unfortunately, these statements … can remain just words on a page and never get reflected in any meaningful way in the organization.”1
Boards using Policy Governance principles translate their values into policies, and then check to see that behaviours match the criteria set out in those policies. The board’s words matter.
1Carver, John. “What to Do with Your Board’s Philosophy, Values, and Beliefs,” John Carver On Board Leadership. (San Francisco: Jossey-Bass, 2002), 191.
See also: What’s the Difference Between Vision, Mission, and Ends?
and Strategic Planning, Policy Governance-style
and Policy Governance is Much More Than Just Having Policies