Board of Directors blogs focus on how to become a productive board member and how to set governance priorities and best practices. They also address issues specific to employee stock ownership plans (“ESOP”)-owned companies, as well as other issues relevant to the board of directors in general.
Good governance means a board that is curious, interested in the bigger goals of the organization, and proficient in a market or the world in which the company wishes to make an impact. It also means that the board is able to speak up when issues arise and is able to coach. It’s a simple structure that balances power. Unfortunately it’s not always effective well.
Many of the people on boards are bored and not interested. This could be due to a lack of interest, the culture within the organization, or their personal personalities. Some board members aren’t sure what their job 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, those who have been offered seats on governance boards, but Board of Directors are having difficulty engaging and productive. This is not a slam on Johns and Daves but rather a reflection of the path to board positions (and C-level roles). The post offers some elements to change the game. Diversity of thought is typically attained through different genders, ages, and ethnicity, upbringing, context and experiences.
