(Virtual or In-Person)

This module is foundational for new boards, and boards that have “lost their way”—becoming mired in operations and detail—instead of doing what directors are supposed to do. Interactive, using custom designed case studies, this facilitated session will renew the focus on three core duties: duty of care, duty of loyalty, and duty to respect laws, regulations, and the organizations own charter and by-laws.

Your company has never had a board.

Now, the founder is thinking of retiring. Or maybe there’s headwinds—things happening in the market—that have led a family or partnership to consider bringing fresh eyes to building a sustainable future. But how do you create a board? What’s the way forward?

Designing a board from scratch involves several discrete steps—starting with listening to the voices of the stakeholders—distilling their core values, expectations, and risk tolerance. With that framing, next steps involve understanding the mindset and experiences of an ideal mix of directors, and especially the leadership attributes of the Board Chair.

Before you build a board and thinking of recruiting directors, be sure there is a design. Connect with Brian to learn more.

“It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t neither can anyone else”. Those words open an acclaimed 2008 Harvard article, outlining how to develop a clear strategic direction—one that’s understood widely by leaders and staff within an organization—whether the goal is “for profit” or not.

Applying Harvard’s time proven methodology, this custom designed facilitated strategy session channels the knowledge and experiences of board and management leaders, to develop a concise statement of direction—along with key strategic intentions—that drives go-forward board agendas and creates internal alignment.

The strategy meeting was great. But none of what was discussed figured prominently on the next Board agenda. By the following spring, clear strategic intentions had been lost in the shuffle of the boards’ review of budget variances, operational problem solving, and tactics for the next quarter.

The “Good Governance Flywheel” is like a spring tune-up for your car. Its momentum comes from effectively meshing the five gears of strategy, intentional actions, annual budgets, governance (committee) support, and assessment/renewal.

Crevices and cracks can cause flywheel to wobble…if it was your car, you’d check it out. As a veteran of dozens of board situations, Brian is a “qualified mechanic” that can provide the tune-up, looking for positive improvement opportunities.

Most Board chairs haven’t been trained for the job. Most directors can’t agree or even start to describe what makes a board Chair a “Great Chair”.

Group learning empowers. Boards that learn together develop common understanding and language that underpins great communication and collaboration. In short, directors can empower each other as well as jointly empowering the Board Chair.

As outlined in Brian Hayward’s award-winning acclaimed book, great board chairs operate in three modes: as maestros, mediators, and mentors. This facilitated conversation provides directors with a way of exploring and engaging, together, to elevate and empower the Board Chair to be an effective board leader.

Get a complimentary copy of the book to learn more!