Download Building Better Boards: A Blueprint for Effective Governance by David A. Nadler PDF

By David A. Nadler

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Brand positioning, integrity 24. Shareholder relations 25. Legal and regulatory 26. Other constituencies Please circle the response that best corresponds to the level of board engagement. continued Desired State 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 ? ? ? ? ? ? 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 ? ? ? ? ? ? 1. CEO effectiveness 27.

As one commissioner stated, “There’s a lot more due diligence that goes into checking out a potential board member now. I would add that potential board members are doing the very same thing. We do background checks to make sure that there are no arrests, SEC violations, etc. That didn’t used to go on as rigorously as it’s going on now. ” The discovery of a conflict, arrest, or SEC violation makes the choice pretty clear. What’s harder to find is genuinely helpful feedback about a candidate’s character and suitability for board service.

Given the demands of leading his own company, he resigned. Peer review is just one of the tools boards are considering as they tentatively come to grips with the impact of individual performance on the board’s overall effectiveness. In this chapter, we’ll discuss a variety of issues relating to individual director performance: • Director roles and expectations • Types of problem directors • Director performance issues • Tools for evaluating individual directors This is an area where most boards still have a lot of work to do.

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