Board of Directors blogs focus on how to become a productive board member and setting governance priorities and best practices. They also deal with specific issues for employee stock ownership plans (“ESOP”) owned companies, as well as other topics that are relevant to directors’ boards generally.
A good governance board is one that is curious, interested in the bigger goals of the company, and fluent in a market or a world where the company wants to make an impact. It also means that the board is able to speak up when they notice things going wrong and is able to coach. It’s a simple structure that balances power. Unfortunately, it doesn’t always work.
Whether because of a lack of interest, the culture of their companies or their personal personalities Board members are disengaged and bored. Some board members aren’t certain of what their role is supposed to be. Others are aware that they’ren’t performing in the best way possible.
This article is directed at the second group of people who have been offered seats on governance boards, but are having difficulty being productive and engaging. This isn’t a slam on Johns and Daves however, it is a reflection of the pathway to board posts (and C-level positions). The article offers the necessary elements to alter the game. Diversity of thought is typically created by differences in age, gender and ethnicity, as well as upbringing, context and experiences.
