Dr. Randy Quinn served for 30 years as 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. Linda J. Dawson has more than 35 years of experience as a skilled author, consultant, coach and facilitator with a career in teaching and administration, agency public relations, and association leadership. As an executive with the Colorado Association of School Boards, she developed widely regarded governance training programs recognized at the national and international levels. The ensuing demand for her services led to her decision to co-found AGI: Aspen Group International LLC in 1993.
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
