Jul 01

Bringing “Be Better” into the Boardroom

Resultive Boards Logo emailResultive Boards Employs the MBTI® Assessment to Improve
Executive Board Members’ Processes and Interaction

Read More: Resultative_Boards_CPP_casestudy

Challenge
The decisions of the board of directors have large implications for management and the entire company. Often, however, board members are brought on through connections rather than to fill a specific need on the team, and personal opinions and board politics can slow the decision-making process significantly.

Feb 21

Should an organization’s Executive Director or CEO serve as a voting member of the board of directors?

We need to distinguish between having the ED/CEO attend all board meetings and being a voting member. We always recommend that the ED/CEO attend all meetings as she or he has the essential information for making optimal board decisions. However, we maintain that it is a conflict of interest to have the ED/CEO having to vote on matters that she or he probably had a stake in one way or another, or that may affect her or his performance evaluations. The board can excuse the ED/CEO when it conducts its executive sessions, so long as the chair reports conclusions or directions to the ED/CEO right after the executive session. – L. Letendre

Feb 04

What’s the Most Important Role of the Board Chair?

“I agree with Sir Adrian Cadbury, author of two outstanding books on chairing boards, that the most important role of the chair of a board is to guide the board to the best decisions it can make. Not just decisions based on compromise or quid pro quo, but decisions based on (1) a clear understanding of the issue(s) involved or problem(s) to be solved, (2) an identification and exploration of alternative solutions, (3) an evaluation of those alternative solutions with regard to fit with the organization’s mission, financial impact, and impact on the customers and the staff–and finally, (4) deciding which is the best alternative and having everyone on the board getting behind it. Even if a board member doesn’t agree with the final decision, it is incumbent on every board member to support and abide by the decision, until such time as there may be an opportunity to change it.”

Lorin Letendre

Dec 04

Role of the Corporate Board Part 3

The Role of the Corporate Board – Part 3 from WMS media Inc. on Vimeo.

Nov 15

Role of the Corporate Board Part 2

The Role of the Corporate Board Part 2 from WMS media Inc. on Vimeo.

Oct 30

Role of the Corporate Board Part 1

The Role of the Corporate Board Part 1 from WMS media Inc. on Vimeo.

Oct 21

Boardroom Focus

Boardroom Focus: one of the best benefits a board of directors can provide to an organization is focusing on the most cost-effective products and services that the organization can offer. Too often management will head off in many divergent directions, responding to every opportunity, and overextend the organization’s service and delivery capacity. Boards can help their organizations take a more convergent approach, focusing on the very best opportunities rather than every promising opportunity.

Sep 23

Boardroom Dashboard

“In one of our Resultive Board sessions we developed a “dashboard” that distilled reams of information into several brief pages of pictorial graphs, saving the organization’s managers dozens of hours and making preparation for the board meeting a dream compared with what had happened in the past.  All boards need to consider developing such dashboards to save staff time and make directors’ board materials review much easier and faster.” – Lorin Letendre

Sep 16

Corporate Governance Defined

Corporate governance is most often viewed as both the structure and the relationships which determine corporate direction and performance. The board of directors is typically central to corporate governance. Its relationship to the other primary participants, typically shareholders and management, is critical. Additional participants include employees, customers, suppliers, and creditors. The corporate governance framework also depends on the legal, regulatory, institutional and ethical environment of the community. Whereas the 20th century might be viewed as the age of management, the early 21st century is predicted to be more focused on governance. Both terms address control of corporations but governance has always required an examination of underlying purpose and legitimacy. – – James McRitchie,

Aug 29

Board Wisdom

Boardroom“Good board preparation begins with the construction of an annual list of routine matters to be addressed by the board at each meeting during the coming year or beyond, synchronized with the dates of availability of the information required to make decisions or take actions.” – Lorin Letendre & Ann N. James

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