A good board chair guides the board to provide clear templates and tools to facilitate consistent reporting. This saves the board’s time and facilitates executive training. You want board reports and board packs that are consistent and easy to read. Think of this as international financial reporting standards that guide the preparation and presentation of financial statements. You want the executive to present quality board packs that are easy to read and analyze. The sample boardroom tools and templates are. Boardroom tools and templates The four key tools of an effective board are (a) a clear board agenda, as explained…
What makes a good board chairperson, part 2
A good chair makes sure the board has a charter that clearly defines the practices of the board. It is the primary responsibility of the Chair to enforce the defined board practices for effective governance. The conduct of board members at board meetings The conduct of the board is influenced by the quality of its chairperson. The character and skills of the Chair and other members influence the quality of the discussion. I once served on a board of a professional association whose chairperson was a ‘democratic’ one. For each agenda item, she made sure that each member on the…
What makes a good board chairperson, part 1
As adequately underscored in my book, How to Get on The Board and Be a Fantastic Director, a good board chairperson sets the tone for the conduct of the board business by addressing two issues: (i) boardroom practices and conduct, (ii) boardroom tools and templates. (i) Boardroom practices and conduct of members There is no boardroom which is perfect. But some boards take the inefficiency to another level: suddenly an email pops up from the CEO announcing the upcoming meeting within two days. You find the agenda and board papers neatly stacked on the table as you take your sit.…
What are the special attributes of a good board member?
To assess one’s financial discipline, the central bank, requires anyone nominated on the board of a financial institution, to among others, submit their personal statement of financial position or a personal balance sheet in old speak. The fact is a person who is financially secure is more likely to add value to the organization than one who is not. Imagine a board member who is motivated to attend board meetings because of the allowance paid for attendance? Some profit-making organizations have clear board selection criteria and board member remuneration communicated. Board members on not-for-profits organizations, on the other hand, are…
Assess corporate governance maturity
The difference between an average medical doctor and an excellent one is the quality of diagnosis. Imagine feeling a persistent headache with breathing difficulties and deciding to go and see a doctor for proper treatment. You arrive at the hospital reception and immediately get ushered to meet the ‘specialist’ doctor. After exchanging pleasantries and explaining that you are suffering from breathing difficulties characterized by persistent headache, the doctors look at you directly and says “you are suffering from headache with breathing difficulties. Go and take say Headaches tablets for ten days.” You would become alarmed. Wouldn’t you? A real specialist…
Is your board empowering you?
The issue Majority of Board members add little impact on the organizations they serve. Even worse, they act counter-intuitive to their mandate. In the end, they add minimal, if any impact on the organizations. Many board members bring dysfunction as their practices make it difficult for executive management to do their work. The cause Few board members have clarity of their role and mandate of the board. My personal experience is that it is difficult for a board member to make an impact in any company if the majority board members lack adequate skills, training, and exposure on the role…
