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AGILE Boards of Directors and Boards of Advisors

AGILE Boards of Directors and Boards of Advisors
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There are more and more examples of Boards (or the lack of Boards) being part of an enterprise’s Fragility problem not its Agility solution.  

The Board drives the top-line of Conversation-Flow.  Here are some key questions to be asking:

  • What avenues of Conversation-Flows are we not driving pro-actively and pre-emptively enough?
    • VUCA (Volatility, Uncertainty, Complexity & Ambiguity), externally and internally
    • AGILE SWOT Analysis (Agility Strengths, Weaknesses, Opportunities & Threats)
    • Trends Analysis (Dashboards of Financial and Non-Financial Trends, Lagging and Leading Indicators)
    • Blind-spots … what don’t you know that you don’t know … what can’t you see that you can’t see?
  • What kinds of external perspective, expertise, experience and connections do we need around our table to help drive those Conversation-Flows?
    • General
    • Industry Specific
    • Technology
    • Functional (Marketing, Sales, Finance, Banking, Tax, Legal, ESOP, HR, Strategy, Agile, Futurist?! Exit Planning/Preparation …)
    • Channels/Reach/Contacts/Connections
    • Profile/Notoriety/Wow-Factor
    • Balance of Internal vs External Board Members
    • Balance of Diversity … spectrum of industries, backgrounds, global outlook, age, gender etc
    • Designing our Board Table – what seats do we want around the table?
  • Where can we find candidate people and how do we approach and recruit them?
    • General Networking
    • Networking through Service Providers (especially Law Firms)
    • Peer Groups (Vistage, EO, YPO, other …)
    • LinkedIn and other listing services?
    • Head Hunting
  • How do we onboard and retain them?
    • Starting with the Why? … and telling the story of the business … history to here and future from here
    • Alignment with Core-Values/Culture and fit
    • Compensation and Incentives
    • Engagement
    • What commitments and engagement are board members displaying and having accountability conversations where necessary
    • Term Limits and Succession Planning
  • How do we optimize our Board process to maximize it’s value?
    • Board Meetings
    • Pre-and-post Meetings
    • “Committees”?  Working Groups etc?
    • Strategic Planning Process?
    • How committed are the Executive Leadership Team and primary shareholders to the value of a rigorous Board process and what external Board Members can bring?
  • What balance do we want to strike?
    • Board of Directors
    • Board of Advisors
    • Being on other Boards, For-Profit and Not-For-Profit

General Resources:

 

About Mike Richardson

Agility-Facilitator/Mentor/Coach; Agility-Author/Speaker; Agility-Board-Member/Chairman. All-round Agility Activist in everything I do, every day, everywhere, in every way. Provocative, Profound, Practical. At Eye-Level. With Love/Hate!

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