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A board retreat can be a way to harness the board’s passion and expertise and align board members on strategy and goals. When the retreat’s been well planned and executed, directors leave feeling energized, and more engaged than ever in the future of the organization they serve.
The big advantage of a board retreat is that it differs from a regular board meeting in format, content, and tone. A typical board meeting is tightly scripted to get through a packed agenda in a limited...
One of the first things to happen at every board meeting is the approval of the minutes of the previous meeting. Until that happens, the minutes are still considered a draft.
It’s an important step, even though it might just take a few seconds. That’s because minutes are the official record of what happened at the previous board meeting – who was there, what decisions were made, and what actions were planned.
What exactly should you be looking for in the minutes before you...
Over the course of a year, a board of directors must review key information, approve important documents, hold vital discussions, and make critical decisions. How do they stay on track?
The annual board calendar is a valuable tool to ensure that all these events happen at the right time. It’s more than just a list of dates and times. It’s a document that needs to be well thought out and carefully considered.
Think of the board calendar as a planning tool to help the board govern...
This is the last in a series of four Savvy Director articles dealing with various aspects of board and director evaluation. The first two articles in the series, “From Compliance to Improvement” and “From Evaluation to Action,” explored the board evaluation process, and the third, “Evaluating the Individual Director,” dealt with director self-assessments and peer evaluations.
When it comes to the board of directors, board meetings are where pretty much...
This is the second of a series of four Savvy Director articles dealing with various aspects of board and director evaluation. The first article in the series, “From Compliance to Improvement,” explored various approaches to the board evaluation process. The third and fourth in the series will deal with individual director evaluations and meeting evaluations.
“The truth is that every director wants to serve on a great board. Every Board Chair wants to lead a great board....
This is the first of a series of four Savvy Director articles dealing with various aspects of board and director evaluation. Our next article, “From Evaluation to Action,” will explore key success factors, followed by articles on the topics of individual director evaluations and meeting evaluations.
“How do you take a board that’s good – and make it truly great? How do you take a board that’s great and retain its vibrancy over the years? The answer,...
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...
When we join a board, whether or not we have prior experience as a director, we all hope to ‘hit the ground running.'
We want to make a difference sooner rather than later.
And our boards share that wish. They want to set up their new directors for success – feeling comfortable and able to make a contribution early on. That’s why many boards hold an orientation session – a few hours devoted to helping new directors get on their feet.
I set out to find out what a new...
I’m sure you’ve seen it happen. The board decides to hold an in camera session – or as it’s known in the US, an executive session - clearing the boardroom of all staﬀ.
Outside the closed door, staﬀ perceive it as a signal that something ominous is about to happen. They start to speculate about what’s going on. Is the CEO in trouble? Has something scandalous occurred? Is the company threatened?
Inside the boardroom, the questions are less earth-shaking. How...
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