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Whether you’re a seasoned board director or you’re just beginning your governance journey, each time you step into the boardroom you’ll encounter an invisible force that influences how decisions are made, how conflicts are resolved, and how the board steers the organization. That invisible force is the board’s culture.
Board culture is about more than policies and procedures. It’s about collaboration, mutual respect, and communication. When board culture is positive. it leads to a cohesive an...

“Conflict is inevitable, combat is optional.” – Max Lucado, US author
As a board director, I find there’s nothing like robust boardroom debate to get me really engaged. After all, that’s what we’re there for, isn’t it? To wrestle with big, important issues; to help guide the organizations we care about around dangers and into a bright future; to make sound decisions in the interests of all our stakeholders.
But what about when the debate is not so healthy, when it degenerates into disrup...

I like the metaphor of “getting in gear” to refer to the topic of board engagement. It’s a familiar phrase that means “starting to deal with something in an effective way.” When a board of directors gets in gear, it starts to deal with the issues and concerns in front of it in an effective way. In other words, it makes an impact.Â
To stretch the metaphor just a bit further, let’s think of individual directors as the gears. When directors are appropriately engaged, they work together to change...

Is asking “why?” a good question for the boardroom?
A "why" question can work well during a board meeting because it can help clarify the reasoning behind decisions or actions that the organization has taken. A "why" question can also help uncover potential issues or challenges that may need to be addressed. However, it’s important to frame a...

Recently, I had the opportunity to hear author Brian Hayward speak about his new book, The Great Chair: A Window on Effective Board Leadership. I was particularly struck by Brian’s comments on the topic of trust in the boardroom, and how it links to the ability to influence others.
Brian’s book is all about board chairs...

The question posed above by my finance professor in business school may be one of the most impactful lessons of my university education. Not sure why, except maybe to suggest that his question really hit home.
The question was pretty much a side comment to the discussion that was underway at the time and I’m not sure it resonated with others in my MBA class. But it did resonate for me. I was not even into boards yet, so, it wasn’t about that. Nonetheless it’s a powerful question I’ve brought ...
 
Your board work should be an enjoyable experience, especially if you like dealing with interesting, complex issues where the best way forward is often difficult to discern. At their best, your board meetings should be intellectually stimulating, engaging, and rewarding – a place where you have the opportunity to exchange views with people you respect and dig down into all sorts of fascinating data.
Then why are so many board meetings boring? And why are so many board directors frustrated, di...


“When most people think of high-performing teams, they think of sports teams, trauma center professionals, or fire department crews. They rarely think of … boards. Still, if you want an exceptional board, you need to create a h...

If your board is now contemplating the transition from virtual meetings back to in-person ones, you may once again be confronted with the dreaded decision, “Where should I sit?”
Okay, I get that this is not the most urgent and compelling matter in front of a board director, but it may actually cause you a small amount of anxiety when you're confronted with all those empty chairs. I know that, personally, I've been grateful for tent cards in such a situation.
Is there a right place and a wron...
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