Training: Leading Board Practices

JPA Executive Services – Board Governance Board Governance Course 1.0

Leading Board Practices and Related Challenges

—————–(proposed as a half to full day program)—————–

Do we need a board?

    • What can a board do for the company?
    • Benefits of a board
    • Board’s role
    • Executive compensation
    • Strategy
    • Monitoring risk
          • Risk portfolio
          • High-level risks
          • Periodically deep dives
          • Periodic brainstorming on emerging risks and disruptors


How to create a board?

    • Directors
      • Who?
      • What are the qualities and skills needed?
    • Size of the board
      • Goldilocks principle – not too big, not too small
    • Manage director expectations – set the tone early on
    • What do directors expect from the company? How does this differ from the next generation of directors?


Frequency of meetings

    • The number of meetings will depend on the size of the company and its complexity. Many companies have a standard meeting schedule. Additional meetings (for example, to address a particular issue, or in a time of crisis) can be set episodically.
    • Approach the meeting calendar with discipline


What are leading board practices
and how can they be derailed?

    • Agendas and minutes
    • Committees – do you need them?
      • Charters?
      • Who should be on which committee?
    • Chairman dynamics
      • Someone who can effectively manage the agenda and the meeting
      • Well respected by the other directors
      • Actively engaged with CEO and directors between meetings
    • Feedback
      • Very important
      • Formal and informal


Board renewal

    • Periodic review of the skills needed on the board for current and future strategies
    • Drive a culture that when an objective is achieved for which a particular person is on the board, that director will be expected to move on.
    • Manage expectations