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 A CEO's success depends on many factors; however, according to Darlene Stromstad, president and CEO of Goodall Hospital in Sanford, ME, key to that success is the characteristic support, assistance, and security offered by a high-performing governing board.
In the Center Voices article appearing in the February issue of Trustee magazine, Stromstad notes that a high-performing board results from deliberate action. Discussed are three steps boards can take to support high performance: board succession planning, board education and individual trustee engagement.
Goodall's board looks for members with diverse talents and perspectives and develops a succession plan for each board member several years before each trustee completes his or her term. The board monitors trustee turnover and its governance committee recommends prospective board members in advance of all openings.
The Goodall board begins each meeting with an education session and uses both inside and outside presenters. To promote board member engagement, Goodall keeps the size of its board at about 14 members. Each board member sits on at least one board committee.
The organization believes an educated board is positioned best to work with the CEO and should ask questions; it should never rubber stamp management's recommendations.
Stromstad also suggests that CEOs and boards must work together to provide the resources needed to keep the board engaged and effective.
You can read the complete article in the upcoming issue of Trustee magazine, which Center members receive as a benefit of membership. Also, check out past topics discussed in Center Voices below!
 Center members: Access the Center Voices Archive!
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The Center for Healthcare Governance wants members to be as connected as possible to our governance consultants. Being able to ask questions online and receive responses back quickly will ensure you'll find the answers and resources to help you achieve excellence in health care governance.
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