Randy Quinn served for 30 yearsas executive director of two state school boards associations, in Alabama for 19 years and in Colorado for 11 years.He has written more than 400 articles for publication in various journals,and has served on the boards of directors of numerous state and national organizations. He too benefited from the high visibility of the Colorado board training programs, and co-founded AGI: Aspen Group International LLC in 1993 to extend his work throughout the United States and internationally.
Foreword
Preface
Chapter 1: Why Don't Boards Perform Better?
Chapter 2: What Does a High Performing Board Look Like?
Chapter 3: Governing Coherently, or Incoherently?
Chapter 4: Defining the Board's Own Governing Culture
Chapter 5: The Board's Relationship With its CEO--Part 1
Chapter 6: Controlling Operational Decisions Without Helping the CEO Manage
Chapter 7: Becoming a Results Driven Organization
Chapter 8: The Board's Relationship With its CEO-Part 2
Chapter 9: Monitoring-Everything!
Chapter 10: Systemic Application and Alignment
Chapter 11: The Process and The Reasons for Adopting Coherent Governance
Chapter 12: Governing Coherently: How Can a Board Transform Itself?
Glossary
About the Authors
