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Coherent Governance Implementation Protocol

We are board and governance specialists. If your issues relate to your board’s performance, you are in our wheelhouse. We serve client boards facing all kinds of performance challenges, but our primary work focuses on long-term, systemic change using our own Coherent Governance model. It is the most complete, thorough and logical means to transform a board’s behavior and provide the means for unprecedented board leadership.

Following are just a few of the customary governance services AGI offers:

Coherent Governance Exploration (one-half to a full day)

Before a board can make the decision to reinvent itself, it must understand what the future could look like and how the lives of the board and organization could be transformed. We have written four books detailing the specifics of these changes, but there is nothing quite like a face-to-face discussion about the details.

Our Coherent Governance Exploration service is where most boards begin this journey. The half-day or full day presentation features an in-depth discussion of the theory of Coherent Governance, then moves to a detailed examination of implementation protocols and the board’s old habits and customs that need to be examined and potentially changed.

We provide sample implementation documents from other client boards as examples of the new work both the board and staff would be expected to perform. We discuss both the advantages of making the commitment to move forward as well as the challenges to be expected if the board does so.

This is not a high-pressure sales pitch; it is a fact-finding session. The objective of this service is to provide for the board, CEO and key administrative staff all the information they need to make an informed decision about whether Coherent Governance is a proper fit for the board and organization.

Coherent Governance Implementation

Once a board has developed a reasonable understanding of Coherent Governance® and is committed to adopt it as an operating system, we facilitate a complete implementation project. Boards committed to adopt the model should be prepared to set aside five days in three separate sessions: a two-day session, followed by one-day session, and then another two-day session. The entire process can be accomplished in a calendar period of from two to three months, depending on board schedule issues.

There are three major phases in our implementation process, with an optional fourth phase:

Session 1

The first two days’ training consists of a brief review of the model, followed by work to draft policies in all policy quadrants except Results policies. We refer to these other three quadrants as the “infrastructure” policies, since they establish for the board and organization the framework necessary to build a stronger focus on the organization’s Results.

Our work in these three quadrants is based on a set of template policies, which the board customizes to meet its specific needs and values. Our templates have been refined over the years as scores of boards of all types have done similar work. Our policy templates for public school boards and other special-purpose organizations feature a number of policies and policy provisions designed specifically for the organization’s unique market.

Session 2

The second one-day session is centered on developing Results policies. These policies are built from the ground up, starting with blank paper rather than templates. This is necessary because each organization truly is unique in terms of its definition of the benefits it commits to provide for the clients it serves. This can be mentally grueling work, but it also can be some of the most important and rewarding work the board and its CEO will do.

Session 3

The final two-day session is devoted to implementation training. This work, with both the board and senior administrative staff, includes the development of an annual work plan to include all board activities and to schedule Results discussions, board development, and monitoring of all policies. We also help the board review and redefine its board meeting agenda; provide training in policy monitoring processes; design a process for the CEO evaluation consistent with the governance model; and provide preliminary engagement training for stakeholder interface.

At the end of Session 3, the Board should have established the foundation for successful adoption of its new governance system. It should be ready to launch its practice of this new and better way of governing.

Session 4 (Optional): Extended Implementation Support and Coaching