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The Baldrige Excellence Framework is underpinned by a set of 11 core values and concepts. These core values have guided both the development and understanding of the Baldrige Criteria for many years. They have served as the basis for defining role model leadership attributes. These leadership attributes, with a focus on the roles that Boards of Directors play, are also applicable to their performance. The core values are listed below with examples of their meaning for Boards.
The values and examples are equally appropriate to public and privately held businesses, nonprofits, and public sector organizations. Depending on a board's current focus and challenges, different attributes may have greater relative importance at a given time.
Selects and Guides Visionary Leadership
Exemplified by:
Holding the CEO (the designated senior leader) accountable for adherence to the organization’s values and mission
Reviewing organizational vision, strategies, CEO performance, and systems for achieving ongoing organizational success
Inspiring and motivating the organization to achieve high performance, with high employee engagement
Encouraging authenticity, allowing leaders to admit to missteps and encouraging them to report bad news
Ensures a Systems Perspective
Exemplified by:
Holding the CEO accountable for setting a systems perspective across the organization, guiding and assessing the organization holistically
Requiring a focus on strategic direction and customers to improve overall performance
Ensuring utilization of the larger ecosystem (partners, suppliers, customers, communities) in which the organization operates to achieve efficiency and innovation
Holds Leaders Accountable for Customer-Focused Excellence
Exemplified by:
Holding leaders accountable for a customer-focused culture in the organization, integrating customer engagement and loyalty as a strategic concept
Requiring leadership attention to changing and emerging customer and market requirements
Holding leaders accountable for the organization’s development of innovative offerings and customer relationships that serve as a differentiator from competitors
Values People
Exemplified by:
Reviewing organizational culture to ensure a focus on meaningful work, engagement, empowerment, accountability, development, and well-being of workforce members
Holding leaders accountable for an organizational environment of safety
Ensuring a culture of inclusivity that capitalizes on the diversity of the workforce and the Board
Holds Leaders Accountable for Organizational Learning and Agility
Exemplified by:
Reviewing organizational capacity for rapid change and for flexibility in operations
Monitoring the organization’s ability to manage risk and make transformational changes despite ever-shorter cycle times
Holding leaders accountable for embedding learning and improvement in the way the organization operates
Focuses on Organizational Success (Sustainability)
Exemplified by:
Working with leaders to create a focus on short- and longer-term factors that affect the organization, its reputation, its stakeholders, and its future marketplace success, including needed core competencies and skills
Accomplishing strategic succession planning for topmost leaders, selecting the CEO, and setting appropriate compensation
Focusing on the “big picture,” ensuring that organizational planning anticipates future marketplace, economic, and technological influences and disruptions
Guides the Organization for Innovation
Exemplified by:
Holding leaders accountable for an environment where strategic opportunities are identified, and the workforce is supported in taking intelligent risks
Governs by Fact
Exemplified by:
Compelling the organization to measure performance both inside the organization and in its competitive environment
Ensuring that data and analysis are used in operational and strategic decision making
Challenging leaders and the organization to extract larger meaning from data and information
Conducting audits and overseeing financial controls
Encourages Societal Contributions
Exemplified by:
Acting as a governance role model for public and community responsibility
Holding leaders accountable for organizational actions leading to societal well-being and benefit, thereby contributing to organizational success
Motivating the organization to excel beyond minimal compliance with laws and regulations
Ensures Ethics and Transparency
Exemplified by:
Demonstrating and requiring highly ethical behavior in all board and organizational activities and interactions
Governing with transparency through open communication of clear and accurate information
Holding leaders accountable for open communication of clear and accurate organizational information
Ensures a Focus on Delivering Value and Results
Exemplified by:
Driving the organization to achieve excellent performance results
Driving the organization’s leaders to exceed stakeholder requirements and achieve value for all stakeholders
How do members of your Board Of Directors or your Advisory Body perform relative to these attributes and behaviors? Are they fulfilling all their responsibilities? Are they going beyond their roles and stepping into "leadership" roles? Would a discussion or self-assessment using these attributes enhance Board performance? This could start their journey into building a high performing organization in collaboration with the organization's senior leaders.
Baldrige Excellence Framework
The Baldrige Excellence Framework has empowered organizations to accomplish their missions, improve results, and become more competitive. It includes the Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results.
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Comments
Great article.
I will be distributing a few copies where they may do some good.
Great article.
I will be distributing a few copies where they may do some good.
Many thanks for writing it.