Book Review: Boards That Make A Difference

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May 1, 2001

John Carver says that even though there is great opportunity for leadership among nonprofit boards, “intelligent, caring individuals regularly exhibit procedures of governance that are deeply flawed.” Among them are too much time spent on the trivial and not enough time spent on strategic positioning, being reactive rather than proactive, unnecessary review of staff work and directing or judging staff performance (these are jobs for the CEO), and unclear authority for the CEO.

In this updated edition of his 1990 book, Carver builds on the Policy Governance model he originated in the 1970s that developed into his worldwide consulting practice. By his admission he "gave boards a new standard to shoot for." He declares that by improving the process by which they do their work, boards can overcome their cynicism, resignation, and inadequacy and become “forward-thinking, value-oriented, leading.”

His premise is that boards should be engaged in outcomes rather than activities. He shows how to redefine policy and policymaking, how to create an effective relationship between board and CEO, illustrates the roles and rules for officers and committees, and how to run meetings more effectively and efficiently. He uses samples from real nonprofit boards to support his premise.

In this Second Edition, Carver has updated most of the policy samples and added a chapter on applications for city councils, school boards, governmental boards, and boards of foundations, churches, hospitals, associations and organizations.

John Carver is the author of the bimonthly newsletter Board Leadership, the video John Carver on Board Governance, the audiotape Empowering Boards for Leadership, and the CarverGuide Series on Effective Board Governance.

Boards That Make A Difference: A New Design for Leadership in Nonprofit and Public Organizations, by John Carver. Jossey-Bass, San Francisco, 1997. Hardcover, 241 pages with Index. $32. http://www.carvergovernance.com/home.htm

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