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Flipping the Policy Governance Classroom

Susan Mogensen

May 24, 2018

About two years ago, a very insightful client of ours suggested we make the ‘flipped classroom’ concept available for Policy Governance orientation. According to Wikipedia, “a flipped classroom is an instructional strategy and type of blended learning that reverses the traditional learning environment by delivering instructional content, often online, outside of the classroom. It moves Continue reading →

Policy Governance Benefits

Susan Mogensen

May 19, 2018

If your board or organization is asked about why it uses Policy Governance, here are five main benefits to share. Results: Policy Governance focuses boards on ensuring that the organization achieves relevant results. Applying Policy Governance principles lets boards connect all the dots from owner input to board policy to policy interpretation to evidence of Continue reading →

What does your board policy manual say?

Susan Mogensen

May 29, 2015

Do your board members only think they know what their board policy manual says? Whether your board of directors is using the Policy Governance® system or not, there is no point in having any board policies if nobody knows or understands them, if they are not used, and/or if there is no regular way of checking Continue reading →

Is Your Board of Directors Ready to Explore Policy Governance®?

Susan Mogensen

April 20, 2015

Policy Governance® offers many benefits to boards, CEOs, staff, owners, and key stakeholders, but not every organization is ready to invest in learning exactly what these principles are and how they work in practice. To find out if your board of directors is ready to learn more about Policy Governance, check their level of agreement Continue reading →

Policy Governance: Six Benefits over the ‘Traditional’ Approach

Susan Mogensen

March 7, 2013

1. CEO and staff are empowered to do their jobs with confidence and creativity. For traditional boards, typically the CEO/staff make plans and decisions which they must present to the board for approval. Direction from the board is often unclear, incomplete, contradictory, or amounts to well-intentioned mircromanaging. Confusion frequently results when staff cannot distinguish between Continue reading →