Collaborative Leadership Tools
Assessment Tools for CEOs, Board Chairs and Trustees to Develop Effective Relationships
The Center for Healthcare Governance is pleased to provide a series of Collaborative Leadership Tools. These tools, were developed in collaboration with Clark Consulting -- Healthcare Group, to help CEOs, trustees and board chairs forge a stronger partnership.
Collaborative Leadership: A New Model for Developing Truly Effective Relationships between CEOs and Trustees
By David A. Bjork, Ph.D. Managing Director, Clark Consulting—Healthcare Group
"Collaborative Leadership: A New Model for Developing Truly Effective Relationships Between CEOs and Trustees" explores the board/CEO relationship in the context of governance reform, which currently is calling on boards in all sectors to raise the bar on their performance and accountability. This CEO resource discusses what governance reform means, in terms of how boards and CEOs work together to lead their health care organizations. It also provides an assessment tool and process that CEOs can use to take the lead in diagnosing their current relationship with their board, and to work together with board leaders to re-energize and strengthen the relationship to achieve maximum effectiveness and value.
More information and download instructions.
Clarifying Expectations: A First Step in Developing Truly Effective Relationships Between CEOs and Trustees
By David A. Bjork, Ph.D. Managing Director, Clark Consulting—Healthcare Group
This is the second in a series of collaborative leadership tools for CEOs. This tool focuses on clarifying trustees’ and CEOs’ expectations of each other. It includes a simple exercise for helping trustees and CEOs refine the way they work together.
More information and download instructions.
Asset Stewardship and the Board's Tools for Understanding and Improving Operational Efficiency
By Ann Kirby, MSN, Mary K. Totten, and James E. Orlikoff
Asset stewardship has long been a key board responsibility. As fiduciaries of a health care organization’s assets, governing boards are required to act in the best interest of the organization, ensuring that resources are used in a reasonable, appropriate and legally accountable way to meet community health care needs. However, ensuring the best use of the organization’s human, financial, physical and other resources is becoming more complex. Today’s hospitals face conflicting pressures that call for boards to effectively balance stewardship of existing assets with the need for appropriately investing in new resources to meet future challenges.
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