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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Recently we re-published an earlier blog post, “What do I need to know about risk?” and shared The Savvy Director Guide to Risk with our subscribers as well as our network on LinkedIn.
Of course, there’s no way that a single blog post can cover the full breadth of a complex topic like risk. After all, there are entire books and courses of study devoted to the subject. Comments from some of our Savvy Director readers gave us great ideas for a follow-up blog on the topic.
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...
“Governance stories in the news tend to focus on conflict, crisis, and failure – shedding light on goings-on and...
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.
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...
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...
Ever heard that one before?
Thankfully it happens much less these days. But it took an experienced director to pull me aside after a board meeting one time to help see the light.
Body language, tone of voice, choosing your words with care, and simply waiting for the right time to jump into the discussion have all made a huge difference in my ability to have influence over others in the boardroom. But not every time. I still manage to mess up when I’m not...