Leaders serve on Boards for many reasons. The best Boards encourage the members to get to know one another’s personal and professional aspirations. They create shared commitments to help one another grow as the organization grows.
For senior leaders managing professional and technical workforces who are:
Constantly searching for the most effective Board members.
Worried the organization is too internally-focused.
Struggling to manage fiercely independent Board members who like to distract the organization with one-off problems or passion projects.
The best Boards see the partnership between the Chair and the CEO as the most important team. They have an ongoing commitment to Board development – for individuals, for the Board as a team, and the continuous improvement of the policies and practices of good governance.
The pandemic made good Boards stronger and average Boards weaker. The weak Boards are playing catch-up.
Boards today have settled into their own hybrid meeting strategy: a mixed version of in-person and virtual attendance. But most haven’t adjusted their Code of Conduct for hybrid.
Ongoing coaching to ensure the Chair and the CEO are aligned and functioning as the highest performing team in the organization.
Aspirational frameworks that keep the Board constantly refining what’s possible for improving the lives of critical stakeholders.
Board Member Code of Conduct to ensure Board members are behaving consistently as promised in relationships to the Board itself, constituents, employees, and the community at large.
View or download the information on this page in PDF form.
Ensuring organizational effectiveness through operational assurance with the belief that Goodness Pays.