The Savvy Director Blog

Last week’s blog dealt with board succession. If you read that post (A Better Way to Fill Board Seats), then you know I’m an advocate of treating board succession as an ongoing process of planned renewal.

Maybe you also noticed that we glossed over the whole topic of actually selecting the right director for your board – a process that is complicated enough to merit its own separate blog post.

So, let’s delve into the topic of board recruitment now.

Pinpointing What Your Board Needs Righ...

Does this sound familiar?

A long-standing, knowledgeable and well-respected director will soon be stepping off your board. This will create a vacant board seat.

Once the board becomes aware of this impending departure, a board committee is tasked with finding a good candidate to fill the seat. The committee scrambles to interview a few candidates and recommend one of them to the board.

The board rubber stamps the committee recommendation and – bingo! – there’s a new board member at the table....

I’m often asked about CEO evaluations. I’ve helped boards with everything from developing a process, to designing the method, to gathering and analyzing information, and even communicating the results.

I’m a strong proponent of conducting an annual CEO evaluation. For one thing, it’s the board’s job to do so. The board-CEO relationship is an important one and an effective evaluation process can help strengthen it.

It’s hard for any CEO to get honest feedback. Even in organizations where sta...

Once you’ve established yourself as a director on one board, you may very well find that you’re being approached to serve on one or more additional boards.

Is saying “yes” a good idea? What should you think about before deciding? And what is the ideal number of boards to serve on?

As so often with the topics we explore in The Savvy Director, the answer is, “It depends.” In this case, it depends on some very personal considerations, such as the stage of your career, your family situation, an...

At its core, a board of directors is the ultimate decision-making body for an organization. The board’s ability to make sound decisions based on consideration of reliable facts, coupled with the good judgment of its individual members, is a key element of organizational success.

That makes it important to understand the factors that lead to good decision-making as well as those that detract from it. One risk to good decision-making is what’s known as decision fatigue. The term refers to the d...

You’ve read the material. You’ve seen the presentation. You’ve listened to management’s request. Now it’s time for the board to make a decision. It’s an important decision, too. You’re expecting a robust discussion.

But the room is quiet. Maybe a couple of directors ask a question or two, just for clarification. Now it looks like the board chair is about to call for a vote.

What’s going on? Groupthink, that’s what. Your board has fallen victim to Groupthink.

We’ve all been there, at one tim...

Boards make decisions in a variety of ways. Simple majority vote, ranking, scoring, and multiple voting rounds help directors consider options but don’t necessarily get the board to a place of agreement. Consensus decision-making helps a board achieve agreement, even if the decision made is not everyone’s first choice.

Consensus that emerges from discussion involving a diversity of perspectives is a powerful force that tends to lead to good decisions. Once consensus is achieved, directors lea...

“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...

Recently, our local newspaper ran a column about the importance of character in our political leaders. It got me thinking about how important it is for board directors to “be of good character.”

Character is a foundation for effective decision-making. That makes it vital for board directors. Sure, directors’ competencies determine what they can do, and their commitment affects how hard they work, but it’s their character that drives how they make important decisions, not just in the boardroom...

The value you bring to the boardroom is what matters.

You’re in the boardroom for a reason. It's not enough to simply show up. Putting your skills and attributes to work will enable you to make a positive impact on your board.

Knowing how and where you can add value helps you be the most effective director you can be. It gives you the confidence to engage actively with your peers around the board table (or on the computer screen).

“The board is a special group of people. People who are pr...