The Savvy Director Blog

Welcome to The Savvy Director™ blog, a place to engage on board governance topics as you travel the path to being a savvy director. 

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Kindness in the Boardroom

Does kindness have a place in the boardroom?

Lately I’ve read a few interesting articles about the value of being kind vs. being nice. It got me thinking about how this distinction applies to a board of directors.

The Savvy Director understands that being effective requires more than just knowledge of the esoteric rules of board governance. It requires understanding people - how they think, behave and interact with each other. In fact, one of The Six Key Habits of The Savvy Director is ‘Collaborate with People.’ That implies treating others with respect, compassion and empathy.

So is the Savvy Director kind? Or nice? Maybe both? Or maybe neither?

First of all, let’s explore the difference between being nice and being kind.

 

Kind vs. Nice

In a nutshell, kindness is about helping others, and niceness is about pleasing others. Sometimes you can be kind to someone even though you aren’t being nice. And you can be nice to someone while being unkind.

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Deciphering Management Reports

How can directors possibly know what is going on in the organizations they serve? After all, while management spends all their time immersed in operations and strategy, board members spend a comparatively small amount of time on their board duties and seldom step outside the boardroom.

That makes for a huge information gap.

As a board director, you’re pretty much completely dependent on management reports and presentations to best inform the discussion that’s needed to fulfill your responsibilities.

And yet, in my experience, those management reports are often a source of deep dissatisfaction for board members. Many organizations rate them as weak or poor! What gives?

What should the Savvy Director expect – or demand – from management reports? And what can be done to improve them?

 

Reports – What are they good for?

The flow of information from management to the board enables directors to fulfill their duties as board members. Whether you call...

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Calling All Ambiverts

There are days when it’s just not obvious what the subject of the next weekly Savvy Director blog should be. So, we happily welcome reader suggestions.

A couple of weeks ago, Jim sent an email with a link to an article from The Globe and Mail, Introverts, time to add some extrovert skills into your repertoire.’ The gist of the article is that, to be effective, introvert leaders sometimes need to act like extroverts.

Jim’s comment was, “Interesting article. You may wish to write about introverts/extroverts at the board level on your blog.”

He was right. This is an interesting topic to explore. Which director is savvier – the introvert or the extrovert?

As it turns out, the ambivert has an advantage over both.

 

Introverts and Extroverts in the Boardroom

Our personality traits play a huge part in all facets of our lives, and the boardroom is no exception. One of the most important of these traits is that of introversion/extroversion....

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"If we weren't doing it now, would we start?"

If your board is typical, there’s time set aside in the board calendar to discuss strategy – at least I hope there is! Usually, there’s an offsite strategic planning session every few years, maybe an annual board retreat that includes a strategy update, and hopefully there is time allocated on most meeting agendas to check in on progress against the strategic plan.

Over the years I’ve participated in quite a few strategic planning sessions. The board and senior management get together to decide what the organization is going to try to accomplish over the next few years.

It can be an exhilarating process, working through all the possibilities. Before long, we’ll have assembled a long list of things the organization should start doing — new needs to meet, new products and services to offer, new competencies to develop, new projects to execute, and all sorts of ways to grow our business or expand our outreach.

But it’s far less fun to talk...

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The Bad Apple

You know the old saying … ‘One bad apple spoils the bunch.’

According to Merriam-Webster, when we use the phrase ‘bad apple’ to refer to a person, we mean ‘someone who creates problems or causes trouble for others; specifically: a member of a group whose behavior reflects poorly on or negatively affects or influences the remainder of the group.’

Oddly enough, over time, the concept has been used to describe the opposite situation. In recent times, we quite often hear that ‘a few bad apples’ should not be seen as representative of the rest of their group.

When it comes to a board of directors, which is it? Does one troublesome director spoil things for everyone else on the board? Or is it a situation that we just have to learn to live with? The answer is … it depends.

 

Difficult Board Members

What kind of behavior gets a director labeled as ‘difficult’ by their fellow board members? It ranges from...

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Ethics in Board Decision-Making

A board of directors is often faced with making a decision that has ethical dimensions. This is not a new phenomenon – it’s always been this way.

But in our current environment – one that features intense stakeholder scrutiny of governance practices, heightened expectations around organizational activities, and seemingly limitless opportunities to make a ‘wrong’ decision instead of a ‘right’ one – it’s more important than ever that boards have access to skills and tools that enable them to make visionary, creative and effective ethical decisions.

What is ethics? It’s a field that seeks to answer the practical question What ought we to do? - a question that applies not just to individuals, but to organizations and of course boards. Ethics consists of well-founded standards of right and wrong that prescribe what we ought to do, in terms of rights, obligations, benefits to society, fairness, or virtues.

Decisions with...

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The Purpose-Led Board

For years, strategic planning exercises have started with articulating an organization’s Mission, Vision and Values. But these days, it seems that organizations have to dig even deeper to find their Purpose.

Recently I watched the movie A Dog’s Purpose on Netflix. It’s not a great movie, but I watched it for two reasons. First, I’m a sucker for dog movies. Second, it was filmed in and around Winnipeg, my hometown. It was fun identifying where various scenes were shot. Isn’t that 50’s diner Skinner’s? Isn’t that campus the University of Manitoba? Isn’t that field of golden waving wheat – well, that could be almost anywhere on the Canadian Prairies.

Anyway, the focus of the movie is the life purpose of a particular dog. (Okay, a dog who is repeatedly reincarnated, but let’s not get into that.) If a dog’s life has a purpose, surely so do the organizations that our boards govern.

An organization’s purpose...

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Six Super Questions for Directors

At DirectorPrep, we’re obsessed with questions. Asking clear, compelling questions is often the best way that we, as directors, can make a significant contribution to discussions and influence board decisions.

We use questions to clarify information, launch and build on meaningful discussions, encourage dialogue, and challenge assumptions. Without questions, how would we explore fresh ideas, analyze problems, and generate solutions?

The concept is simple - better questions kick start better conversations, which lead to more effective board meetings and, ultimately, better decisions.

DirectorPrep co-founder Dave Jaworski likes to say that the best questions give directors super powers. So today, in honor of Dave, I’m calling my six favorite director questions ‘Super Questions.’

 

1. What business are we in and how do we make money?

One of my Biz School profs used to like to ask this super question about pretty much every case study that we covered. At...

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Soak Time on the Board

“That’s a big decision. I’m going to sleep on it.”

What kinds of decisions require additional time to consider?

  • Maybe someone has made you a job offer - but it feels like it might not be the right move.
  • Or let’s say you are a CEO who needs to decide between two outstanding candidates for the CFO position. Both are great, but for different reasons.
  • Is it time for a new vehicle? Maybe it would be best to lease for the next three years. You’re thinking about going electric but you’re just not sure when there will be enough charging stations to make it worthwhile.
  • Are the kids all grown up with their own families? Maybe its time to downsize. Are you talking about a smaller house or going condo?

In situations like these, where your decision will have major consequences, you’ll probably take some reflection time to consider your options . By contrast, the choice of a restaurant for tonight’s home delivery doesn’t have the same...

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Board vs. CEO

In last week’s Savvy Director post, I wrote about healthy tension among board members, and the need to prevent it from deteriorating into disruptive conflicts, or resolving the conflicts quickly if they do arise.

But there’s a certain kind of conflict that arises in the boardroom that I didn’t address – one that requires finesse and sensitivity to manage. I’m referring to conflict between the CEO (often called the Executive Director in the non-profit world) and the board.

The relationship between the CEO and the board is crucial, and has a huge influence on organizational success. The CEO and the board play different roles, but they have to pull together on achieving the organization’s goals. If they’re pulling in opposite directions, the organization is at an impasse.

Mutual trust is at the core of a strong board-CEO relationship. Of course, a harmonious relationship doesn’t guarantee success, but it can pave the way, clear out...

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