Board of Directors blog posts focus on how to be a productive board member, and how to set governance priorities and the best practices. They also cover specific issues pertaining to employee stock ownership plan (“ESOP”) owned companies, as well as other topics that are relevant to directors’ boards generally.
Good governance means the board is curious, interested in the bigger visions of the company, and able to function in the global or market where the company would like to make an impact. It also means that the board is supported in speaking up when they see issues and is coachable. It’s a clear system that balances power. Unfortunately, it doesn’t always work well.
Perhaps because of a lack of interest, the culture of their organizations or personal traits, many people on boards 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 at their best.
This article is targeted at the second group, those who have been offered or are taking seats on governance boards and have a difficult time being productive and engaging. This isn’t a slam on the board of directors Johns and Daves but rather a re-examination of the path to board posts (and C-level positions). The post provides the necessary elements to alter the game. Diversity of thought is often gained through the diversity of gender, age, ethnicity, upbringing, context and experiences.