Governance Training in Paraguay

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Dr David A. Wells, Executive and Managing Consultant of the Global School Consulting Group, is honored to provide governance training to the Board of Colegio Internacional (www.inter.edu.py), in Asunción, Paraguay.  The School Board reports to the General Assembly and is responsible for the governance and oversight of the General Director and the operation of the school.  Colegio Internacional is an historic and highly regarded educational establishment in Paraguay.  The Mission Board of the Disciples of Christ in the United States sent missionaries to Asuncion in 1918 for the expressed purpose of establishing the school and contributing to the development of Paraguay.  Classes begin in 1920, and planning is underway for celebration of the school’s upcoming Centennial!

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OBED/ACSI 2nd Leadership Seminar Features Dr. David A. Wells

Dr. David A. Wells, Executive and Managing Consultant of the GLOBAL School Consulting Group, is honored to serve as a plenary speaker and moderator for the 2nd Leadership Seminar sponsored by the Colombian Association of Christian Schools, together with the Association of Christian Schools International, to be held in Bogota Colombia, on May 24 and 25, 2018.

The focus of the Leadership Seminar will be on topics of importance to owners, boards, and leaders in Christian schools.  Consideration will be given to business models, and the economic and non-economic factors that influence the ownership, governance, and management of schools.  Primary themes will include ownership transitions; Board models; roles, responsibilities, and relationships within school organizations; among others.  OBED – Colombian Association of Christian Schools, together with the Association of Christian Schools International are sponsoring this event.

Learn More at: https://jpenalos23468.wixsite.com/ii-seminario-acsi

¿Y ahora qué hacemos? La importancia de gobernarnos

Alfredo
Alfredo Enrique Umaña, Affiliate Consultant

Recientemente, varios clientes en forma directa o indirecta me han dicho, ¿Y ahora qué hacemos?, las cosas se nos han salido de las manos y no sabemos cómo manejarlas”. En algunos casos los colaboradores muestran desinterés, en otros casos sus comportamientos están afectando la reputación y los resultados de la empresa.

En cada caso, la situación no se dio de la noche a la mañana, fue la acumulación de “cosas que no se hicieron” o “cosas que se dejaron pasar”. Cierto, hay factores externos que afectan, pero esos son inevitables y lo que a nosotros nos corresponde es gobernar aquello sobre lo que sí tenemos la posibilidad de actuar.

Hay al menos tres aspectos que tenemos que revisar y sobre las cuales tenemos que actuar para regresar de la anarquía al gobierno corporativo u organizacional:

1.     Todo el mundo debe saber a quién tiene que responder: No se vale no tener jefe, no se vale que el jefe no actúe como jefe, no se vale que el colaborador no respete al jefe, no se vale que no exista una línea de autoridad clara en el organigrama y en la vida real. ¿Cada uno de sus colaboradores tiene a quién rendirle cuentas? ¿Están los jefes pidiendo cuentas?

2.     Todo el mundo debe saber sobre qué va a responder: No se vale que las personas no sepan qué se espera de ellos, no se vale que no comuniquemos el comportamiento que se espera y el que no se acepta, no se vale que no se sepa qué es hacer las cosas bien y qué es hacer las cosas mal. ¿Tenemos código de ética y conducta escrito? ¿Cuenta cada colaborador con una clara descripción de su puesto?

3.     Todo el mundo debe saber qué va a pasar si no responde: El gobierno efectivo requiere revisión y consecuencias, no se vale que la gente no sepa cuándo y cómo se va a revisar, no se vale que los colaboradores no sepan lo que corresponderá si hacen las cosas bien y qué va a pasar si no se hacen bien. ¿Revisa usted el cumplimiento periódicamente? ¿Hay recompensas si las cosas se hacen bien? ¿Hay consecuencias por no hacer las cosas bien?

Nótese el énfasis en todo el mundo, desde la Junta Directiva hasta el personal de apoyo, las excepciones erosionan el gobierno .  Así como no se pierde de la noche a la mañana, el gobierno no se construye rápidamente, lo importante es fortalecerlo o empezar a recuperarlo ya.


©2018 Alfredo Enrique Umaña, All Rights Reserved

What do we do now? The importance of governing ourselves

Alfredo
Alfredo Enrique Umaña, Affiliate Consultant

Recently, several clients, directly or indirectly asked, What do we do now?  Things are out of control and we don’t know how to handle them”.  In some cases, their team members have a lack of interest, in other cases, their behavior is affecting the company’s reputation and output.

In each case, the situation did not just happen overnight; there was an accumulation of “things that were not done” or “things that were not addressed”.  It is true that external factors do have an impact, but they are unavoidable, and what we need to do is govern what we can control.

There are at least three aspects that we need to review, and on which we need to act, in order to go from anarchy back to  corporate or organizational governance:

1.     Everyone needs to know who to report to: it is not fair not having a boss, it is not fair having a boss who does not behave as a boss, it is not fair a team member who does not respect their boss, it is not fair not having a clear line of authority in the flow chart and in real life.  Does each team member have someone to be accountable to? Are the bosses requesting accountability?

2.     Everyone must know what they are accountable for: it is not fair when people do not know what is expected from them, it is not fair that we do not communicate expected or unacceptable behaviors, it is not fair not knowing what doing things right or doing things wrong looks like.  Do we have a written ethics and conduct code?  Does every team member have a clear job description?

3.     Everyone must know what happens if they do not comply: effective governance requires revision and consequences, it is not fair that people do not know when and how they are going to be evaluated, it is not fair that team members do not know what the consequences are if they do things right or if they do things wrong.   Do you evaluate compliance periodically?  Are there awards if things are done right? Are there consequences for not doing things correctly?

Note the emphasis in everyonefrom the Board of Directors to support staff, exceptions deteriorate governance .  Just as it is not lost overnight, governance is not built quickly either, what matters is strengthening or start recovering it now.


©2018 Alfredo Enrique Umaña, All Rights Reserved