Reasonable people can disagree on important issues. But what do you do if you firmly believe the consensus decision is wrong and that the Board is veering toward a decision that could be extremely damaging?
What do you do when a new Director is not performing to the standard expected of them? Whether this Director was tapped on the shoulder or was the successful applicant, ongoing performance should be non-negotiable.
In a recent study, less than half the nonprofit CEOs surveyed said they did not have an adequate succession planning process in place. If building a board leadership pipeline is among the most important areas for board improvement, why does it routinely fail to take priority?
Cultivating what it means to be a conscious leader is not a deception, pretense or a performance. It is a deliberate choice about how you choose to live and about how you choose to be a leader at work and in your life.
Use the following as a sample of Director standards with which to inform and assess each Director on the Board as well as incoming candidates or volunteers.
If decision making around the Board room is likely to recede into the weeds its productivity and effectiveness is greatly diluted. The Board induction program is the first and greatest opportunity to set personal expectations from the beginning of a Director’s tenure.
The CEO has the challenging task of implementing the Board’s policies and strategies, engaging with key stakeholders, managing staff, and managing the resources of the organization.
Eight of our best steps you can begin to implement today, which promise to put you in good shape to becoming a Board savvy CEO. This will enable a productive relationship to take place, and is crucial for trust to be fostered and strategic outcomes achieved much faster.
Removing a Director should occur either by performance management (e.g. Board evaluation results), structural management (e.g. term limits or constitutional and/or legal requirements invoked), or by perception management (e.g. offering a position on an advisory committee)
Have you ever had (or heard of) the situation where one or more Board members were either consistently late, or were not turning up on a regular basis (with or without pre-warning)?
For innovation to thrive in an organization, the CEO plus Board of Directors must actively promote the right culture.
The thinking habits of an organization's Board of directors plays an important role in shaping the culture of its workforce and the effectiveness of its strategies.
The CEO is crucial in developing a positive organizational culture, spurring innovation and ensuring the work of their team meets industry standards and keeps a healthy bottom line.
The strategic value of asking the right questions, especially during board meetings, is rarely tapped into. Start use the six most powerful questions below and watch the effectiveness of your board skyrocket.