Answers on File: Building the Board
A strong board will not guarantee enterprise success. A weak or ineffective board will, however, provide the gateway for poor performance and, in the extreme, organizational failure. Given the stakes, an ineffective board has an unacceptably high cost — both to the community and to the reputations of individual board members.
The second step in building a strong board is recruiting the right people to serve on the board. The first step is determining, in terms of needed skills and experience, who those right people are. Recruiting good people will turn into an empty promise if board building stops there. New board members, regardless of their experience, must be given solid governance and organizational foundation through board orientation and personal mentoring programs, and all board members must be involved in continuing education and training.
This Answers on File recognizes this, providing background information and tools for assessing board skills and capacity needs, board member recruiting, orientation, mentoring and continuing education. Answers on File: Governance Assessment provides the same kind of support materials, but in more depth, for continuous board member education.
Answers on File: Board Leadership
The goal of board leadership is to enhance the contribution of governance to enterprise success. As a secondary benefit, improved board leadership will enhance the board service experience of individual board members. To help achieve both goals, this Answers on File provides background materials, a number of leadership support tools and a convenient way of tailoring the tools to unique enterprise needs.
Answers on File: Governance Assessment
The purpose of governance assessment is to enhance the contribution of governance to enterprise success. The perspective is one of continuous governance improvement – as a complement to continuous operations improvement.
Governance assessment, while the first step in continuously improving governance performance, is also a continuously evolving process – changing to fit the organizational development and operational needs of the enterprise. This Answers on File recognizes this by providing examples of both a number of assessment tools, as well as a convenient means for tailoring any of them to unique enterprise circumstances.
Answers on File: Succession and Transition Management
Succession and transition management are fundamental tools for enhancing enterprise performance. While transition management, the succession of the CEO position, is hopefully a rare occurrence, succession management should be a basic, ongoing organizational activity. Both succession and transition management are necessary if the enterprise is, at a minimum, to maintain its performance level. More to the point, both are necessary if the enterprise is to go from good to great.
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