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CUES Governance Leadership Institute™

June 14 - 17, 2015

Rotman School of Management, University of Toronto
Toronto, ON

Your price:

Nonmember$11,995.00

CUES Member$5,995.00

Director Member$5,995.00

Schedule

Day 1
 
5:00 – 8:30 p.m. Registration,  Reception & Dinner @ InterContinential Hotel Yorkville
Day 2
 
7:00 – 8:00 a.m. Breakfast
8:00 – 8:45 a.m. Introduction to Mini Case
8:45 – 10:30 a.m. Duties, Risk and Liability
10:30 - 10:45 a.m. Break
10:45 a.m. – 12:00 p.m. Duties, Risk and Liability (cont.)
12:00 – 1:00 p.m. Lunch
1:00 – 3:00 p.m. Negotiating in the Boardroom
3:00 – 3:15 p.m. Break
3:15 – 5:00 p.m. Negotiating in the Boardroom (cont.)
Day 3
 
7:00 – 8:00 a.m. Breakfast
8:00 – 8:45 a.m. Mini Case and Lessons Learned from Day 2
8:45 – 10:30 a.m. Governance Best Practices
10:30 – 10:45 a.m. Break
10:45 a.m. – 12:00 p.m. Governance Best Practices (cont.)
12:00 – 1:00 p.m. Lunch
1:00 – 3:00 p.m. Influencing Change
3:00 – 3:15 p.m. Break
3:15 – 5:00 p.m. Influencing Change (cont.)
Day 4
7:00 – 8:00 a.m. Breakfast
8:00 – 8:30 a.m. Mini Case & Lessons Learned from Day 3
8:30 – 10:30 a.m. Critical Challenges & Opportunities for Credit Union Boards
10:30 – 10:45 a.m. Break
10:45 a.m. – 12:00 p.m. Critical Challenges & Opportunities for Credit Union Boards (cont.)
12:00 – 1:00 p.m. Lunch
1:00 – 3:00 p.m. Comprehensive Case Study
3:00 – 3:15 p.m. Break
3:15 – 5:00 p.m. Comprehensive Case Study (cont.)
5:00 p.m. Course Wrap up & Certificates
Curriculum

Duties, Risks and Liabilities - Richard Powers
While directors roles may change depending on which sector they serve, many aspects concerning their fiduciary and legal duties and responsibilities remain the same. An examination of these duties highlights where the risks lie in the performance of their mandate. 

Negotiating in the Boardroom – Glen Whyte
Negotiations – both formal and informal - are ubiquitous in organizational life, and leaders are engaged in them non-stop. Special attention will be paid in this session to the complexities of negotiations that occur from time to time within the boardroom. Most commonly, the boardroom is fertile ground for the occurrence of groupthink, which generally refers to the tendency of groups to reach an agreement prematurely. In contrast, there are occasional times in the life of every board where there exists not too much consensus with respect to a specific issue, but rather not enough. For example, in the context of CEO succession, an organizational crisis, rapidly changing times, or perhaps mergers and acquisitions, the problem more likely is not too much consensus but rather little hope for it. If intense disagreements exist among board members with respect to key issues, the challenge becomes how to build the consensus necessary to move forward. That is the problem that we will attempt to solve for the bulk of the session. The session will be highly experiential and interactive in nature.

Governance Best Practices – Peter Stephenson
The session will focus on nine ‘better’ practices that boards can use to enhance their effectiveness. Three of these will be examined in-depth:  director selection, board evaluation and individual director evaluation. The important role Governance Committees can play in building better boards will also be discussed. Participants will be provided practical tools they can use with their own boards.

Influencing Change – John Oesch
John will first facilitate a group case activity called SMACU. This simulated team decision places you in the role of a senior decision maker. The results of your decisions will become data that John will help analyze and use in discussion. The next segment of the session will be a presentation of Robert Cialdini’s principles of persuasion (see readings).  We will close with a video case that John will use to illustrate many of these principles at work in a group decision setting (12 Angry Men video).

Critical Challenges & Opportunities for Credit Union Boards – Matt Fullbrook
Research on corporate governance is plentiful – sometimes overwhelmingly so.  This session focuses in on insights that are valuable to credit union boards, and, most importantly, explores how participants can begin to apply them in the boardroom.  Topics covered will include fiduciary duties, time management, board renewal/skills and also the emergence of director compensation.

Comprehensive Case Study - Richard Powers
This is the final exercise in the SMACU Case Study.  By this point you will be very familiar with the organization and the various members of the Executive Team and the Board of Directors.  The decisions that we will examine this afternoon center on board best practices and different communication strategies that may be employed when dealing with conflict.  The intention is to bring together the key learnings from the program in this final analysis.

In addition to a discussion of best practices, each group will be asked to present a comprehensive assessment of the current board and possible changes that they feel should be incorporated in order to maximize its effectiveness moving forward.

Optional Events

Your guest can enjoy Sunday's Welcome Reception with you for $95. Reserve your space in advance.

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