Do your board members see themselves as peers? Is there mutual trust and candor? In the first part, I listed the four practices that must be fostered among board members – open dissent, individual board member accountability, a climate of trust and candor, and above all, timely board evaluations to assess the board and individual board member impact. Every boardroom needs a climate of trust and candor. Say no to side-stepping on issues or avoiding difficult topics. Great CEOs communicate in detail the key issues to all directors so that they digest it as a whole. One of the…
The delicate balance of the relationship between the Board and CEO
Below enjoy a brief history of the second coming of Steve Jobs at Apple. I got the story as part of a board briefing pack on the relationship between the board of directors and the executive training I attended sometime in Singapore at an Executive Leadership session conducted by some exceptional professors and leaders. The mantra, “eyes on, hands-off” must be embraced by the board to avoid surprises. It is easy for a CEO to run down a company as they continue to show a rosy picture. As Board, you must have some moment with the top directors to discuss…
Is your board micro-managing the executive?
One sign of bad governance is the involvement of the board in the operations of the business. Does your board: Approve the choice of vendors, office equipment, software, or office furniture Participate in staff hiring and defining job descriptions (besides the chief executive’s) Get involved in approving individual staff salaries? If yes, they are going overboard. Check receipts and invoices, and participate in the procurement processes Contact staff members directly for information — without explicitly being invited by the chief executive. Such is a bad thing. It not only undermines the chief executive, but it is also plainly kick-ass terrible…
Are you a good chairperson?
I have worked with so many board and committee Chairpersons over the years. Some are great, others are a disaster. Whereas a few are seasoned and highly experienced, many others just found themselves in the roles and lack the leadership skills needed to win. The good news is anyone can be a great chair if they learn three simple skills – patience, focus and step back. Whether you are a chair of a simple party meeting or a board, you must invest in self-education and, training to acquire the essential skills needed to win in the role. Good chairs are…
Seven tips for a new board member to win on any board
Whether you are a new or seasoned board member, the following seven tips will improve your effectiveness and value addition on the board. For more practical insights, buy the book, 7 tools of an effective board member. Know how your value addition will be evaluated Know the appointing authority. And clarity on how your value will be evaluated. Make sure this is well stated in your appointment letter. If you are a lawyer, for example, the value you bring on the table is your legal expertise. During your time on the board, it is expected the company shall avoid entering…
Leading for results at board levels
Want to make an impact on the boards you serve? Insist on quality board papers. Each board paper must cover the following sections at a minimum: What is the decision at hand? What are the present challenges that the board must meet to discuss and find solutions? Make such an issue top on the board’s agenda. The fewer the items on the agenda, the more effective the board meeting. What are the options do we have? Describe each option fully showing the advantages and disadvantages of each option. The board paper packs must focus on complete but succinct insights about…
