Board of Directors blog posts focus on how to become a more effective board member, how to set governance priorities and the best practices. They also discuss specific issues for employees of stock ownership plans (“ESOP”) owned companies, as well as other topics that are relevant to the board of directors generally.
Good governance means a board that is curious, engaged in the larger objectives of the company, and comfortable in a marketplace or a world where the company wants to make an impact. It also implies that the board members are encouraged to speak up when issues arise and is able to coach. It’s a clear structure that balances power. Unfortunately, it doesn’t always work.
Whether because of a lack of interest, the culture of their organizations or their own personal preferences Board members often are disengaged and bored. Some board members aren’t even certain of what their role is supposed to be. Others are aware that they’re not functioning well.
This article is targeted at the second group of people who have been offered seats on governance boards, but are having difficulties engaging and productive. This isn’t a critique on Johns and Daves but rather a re-examination of the path to board positions (and C-level roles). The article offers a few foundational elements for changing the game. Diversity of thought is often gained through diversity of age, gender and ethnicity, as well as upbringing, context and experience.
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