Walther Edge clients often communicate a desire to improve the effectiveness of their board.  The following topics should be explored?  Is there a missing experience base on your corporate Board?  Are you a board member at a company and recognize that your contribution has diminished due to a strategy shift or your own time availability?  Has company growth promoted a requirement to expand the number of board seats and formalize committee meetings?  Is there role confusion between the board and the management team?  Are useful performance metrics supplied to the board?  Are proper governance practices followed?  What are current board compensation trends in your industry?

After 20 years of serving various profit and non-profit boards, I find that boards are the least leveraged asset of most companies.  One common productivity misstep by emerging growth companies is assigning the role of Chairman to a first time director.  Some companies expand that exposure by adding additional first time directors to the board mix and offer no board training.  Boards are very complex organisms and the lack of attention to proper leadership is unacceptable.  The board must provide significant strategic guidance, industry contacts, fiscal oversite, objective risk assessment and contingency planning, appropriate governance, and much more. 

Are you evaluating a board composition change?  Have you audited the performance of your board and identified missing strengths?  Leadership areas that I may compliment your team include the Chair position, the compensation committee, M&A project leadership, capital fund raising participation, strategic planning leadership, international expansion, and some specific industry sector networking.  

Effective communication between management and the board of directors can be challenging.  Walther Edge has assisted clients in developing board meeting packages, leading strategic planning efforts, defining meaningful performance metrics, and even sponsoring team building programs.   It is amazing how many board meetings start late, focus precious time on low priority topics, and end with a board dinner in a less than desirable communication atmosphere. 

Don't accept mediocrity from your board.   It should be a valuable asset.   Michael.