Comments for Boards of Directors http://managementhelp.org/blogs/boards-of-directors Boards of Directors Blog Fri, 20 Apr 2012 13:01:46 +0000 hourly 1 Comment on How to align independent operations? – a dilemma by Sally G http://managementhelp.org/blogs/boards-of-directors/2012/04/07/how-to-align-independent-operations-%e2%80%93-a-dilemma/#comment-44 Sally G Fri, 20 Apr 2012 13:01:46 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=507#comment-44 Just off the cuff: a presentation to the managers, in whatever form works best and is appropriate for the culture of the organization—physical meeting, teleconference/Web seminar, written document with follow-up phone calls, etc.—presenting the situation as a national challenge for the national organization: the country is making its laws more consistent; we must comply and we need your help. Don’t go into “this is something the national company wants to do”; rather, take full advantage of the national political situation to form an alliance with the local managers. Don’t expect it to happen overnight; the further apart the various local groups are, the longer it will take to achieve consistency—and that is O.K., as long as the direction is the right one. Also, consider what actual local differences are a valid argument for differences—if the national board acknowledges those cases, achieveing consistency in the other areas will be easier. In short, treat your local manager as partners, not subordinates, for maximum coöperation. Just off the cuff: a presentation to the managers, in whatever form works best and is appropriate for the culture of the organization—physical meeting, teleconference/Web seminar, written document with follow-up phone calls, etc.—presenting the situation as a national challenge for the national organization: the country is making its laws more consistent; we must comply and we need your help. Don’t go into “this is something the national company wants to do”; rather, take full advantage of the national political situation to form an alliance with the local managers.
Don’t expect it to happen overnight; the further apart the various local groups are, the longer it will take to achieve consistency—and that is O.K., as long as the direction is the right one. Also, consider what actual local differences are a valid argument for differences—if the national board acknowledges those cases, achieveing consistency in the other areas will be easier.
In short, treat your local manager as partners, not subordinates, for maximum coöperation.

]]> Comment on How to explain corporate governance shortcomings by khatija tootla http://managementhelp.org/blogs/boards-of-directors/2012/03/16/how-to-explain-corporate-governance-shortcomings/#comment-43 khatija tootla Mon, 19 Mar 2012 14:39:50 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=501#comment-43 I agree with the ideas expressed. The tick box mentality does not assist if the intent does not exist to do what is correct as regards corporate governance. I am of the view that the " apply and explain" avenue is a more appropriate way of approaching the subject, and acts as a good guideline. However, it is mainly ethics which is the deciding factor coupled with intellectual honesty in administering a business which provides the dividing line as to whether a company truly follows corporate governance standards or not. Hence acting in the best interests of the company with ethical effective leadership whilst fulfilling the triple bottom line of operation , by balancing the company's interests , the environment and the other stakeholders will take companies a long way in corporate governance. Companies must act responsibly and not focus solely on profits. I agree with the ideas expressed. The tick box mentality does not assist if the intent does not exist to do what is correct as regards corporate governance.

I am of the view that the ” apply and explain” avenue is a more appropriate way of approaching the subject, and acts as a good guideline. However, it is mainly ethics which is the deciding factor coupled with intellectual honesty in administering a business which provides the dividing line as to whether a company truly follows corporate governance standards or not.

Hence acting in the best interests of the company with ethical effective leadership whilst fulfilling the triple bottom line of operation , by balancing the company’s interests , the environment and the other stakeholders will take companies a long way in corporate governance. Companies must act responsibly and not focus solely on profits.

]]> Comment on Practical Tips for Boards in Times of Crisis by Julie Garland McLellan http://managementhelp.org/blogs/boards-of-directors/2012/01/24/practical-tips-for-boards-in-times-of-crisis/#comment-42 Julie Garland McLellan Thu, 26 Jan 2012 22:37:10 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=466#comment-42 Thanks for the positive feedback Daniel. I'm glad you liked this post. Regards Julie Thanks for the positive feedback Daniel.
I’m glad you liked this post.
Regards
Julie

]]> Comment on Practical Tips for Boards in Times of Crisis by Daniel Milstein http://managementhelp.org/blogs/boards-of-directors/2012/01/24/practical-tips-for-boards-in-times-of-crisis/#comment-41 Daniel Milstein Thu, 26 Jan 2012 10:23:01 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=466#comment-41 That is true,Julie. As an author and business man, I can relate to how you said, "Good governance structures and reporting are associated with good corporate performance but they are not, on their own, sufficient to cause it". I hope more people discover your blog because you really know what you're talking about. Can't wait to read more from you! That is true,Julie. As an author and business man, I can relate to how you said, “Good governance structures and reporting are associated with good corporate performance but they are not, on their own, sufficient to cause it”. I hope more people discover your blog because you really know what you’re talking about. Can’t wait to read more from you!

]]> Comment on How to Ensure Board is Appropriately Involved in Projects for Change (Part 2 of 2) by Left Brain Right Brain Test http://managementhelp.org/blogs/boards-of-directors/2011/12/10/how-to-ensure-board-is-appropriately-involved-in-projects-for-change-part-2-of-2/#comment-40 Left Brain Right Brain Test Mon, 12 Dec 2011 02:55:37 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=447#comment-40 All great points. I have had great success by designating a senior leader to 'champion' each strategic change objective, to ensure the implementation has the necessary backing over the long haul. All great points. I have had great success by designating a senior leader to ‘champion’ each strategic change objective, to ensure the implementation has the necessary backing over the long haul.

]]> Comment on Term Limits for Non-Profit Board Members by Hank Lewis http://managementhelp.org/blogs/boards-of-directors/2011/08/29/term-limits-for-non-profit-board-members/#comment-37 Hank Lewis Mon, 29 Aug 2011 20:32:54 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=414#comment-37 Even though Dave Wiley could argue for long-term retention of board members, he suggests that there are a number of ways to keep effective board members involved (after their board terms have expired); and, I applaud his thoughts that an "alumni association" or (continuing) service on board committees would be adequate to keep valuable "former" members of boards active and involved until they are eligible to be re-elected to the board. The problem with re-electing board members after the (usual) one year hiatus is that you can miss the opportunity to get the new perspectives/experiences/skills that come with new board members ... and you miss what they could have contributed. To me, term limits should be an absolute. Even though Dave Wiley could argue for long-term retention of board members, he suggests that there are a number of ways to keep effective board members involved (after their board terms have expired); and, I applaud his thoughts that an “alumni association” or (continuing) service on board committees would be adequate to keep valuable “former” members of boards active and involved until they are eligible to be re-elected to the board. The problem with re-electing board members after the (usual) one year hiatus is that you can miss the opportunity to get the new perspectives/experiences/skills that come with new board members … and you miss what they could have contributed. To me, term limits should be an absolute.

]]> Comment on Term Limits for Non-Profit Board Members by Dave Wiley http://managementhelp.org/blogs/boards-of-directors/2011/08/29/term-limits-for-non-profit-board-members/#comment-36 Dave Wiley Mon, 29 Aug 2011 18:09:41 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=414#comment-36 I can argue both sides of this issue. While I mostly agree that term limits are a good idea, I've seen many situations where very effective Board members have had to leave a Board as a result. What I do think is important is that there be a relatively easy way for Board members to leave the Board. Having term limits is one such way. I also like the idea of having a fairly active "alumni association" of former Board members, so that former Board members don't feel like they're losing the close connection they've had with the organization. And, I like the idea of allowing former Board members to continue serving on committees of the Board, as long as the Chair and a majority of the committee are Board members. I can argue both sides of this issue. While I mostly agree that term limits are a good idea, I’ve seen many situations where very effective Board members have had to leave a Board as a result. What I do think is important is that there be a relatively easy way for Board members to leave the Board. Having term limits is one such way. I also like the idea of having a fairly active “alumni association” of former Board members, so that former Board members don’t feel like they’re losing the close connection they’ve had with the organization. And, I like the idea of allowing former Board members to continue serving on committees of the Board, as long as the Chair and a majority of the committee are Board members.

]]> Comment on Board Gender Balance – a personal perspective by Tom Grey http://managementhelp.org/blogs/boards-of-directors/2011/06/01/board-gender-balance-a-personal-perspective-2/#comment-33 Tom Grey Fri, 17 Jun 2011 17:33:37 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=390#comment-33 I think men and women are ... from Mars and Venus ... often different in their focus on achievement vs relationship. While many women are starting their own businesses, it seems that very few of these businesses are the kinds of firms that make something which allow economies of scale, and thus grow into becoming large firms. To me, this 20-30 year historical fact indicates a slight tendency difference between men and women. Is this small company difference relevant for big company promotion? I think it probably is. Your personal path is exemplary--strengthen the accounting/ numbers comfort, start out on a non-profit board. (I'm actually doing the same right now.) I think men and women are … from Mars and Venus … often different in their focus on achievement vs relationship.

While many women are starting their own businesses, it seems that very few of these businesses are the kinds of firms that make something which allow economies of scale, and thus grow into becoming large firms. To me, this 20-30 year historical fact indicates a slight tendency difference between men and women. Is this small company difference relevant for big company promotion? I think it probably is.

Your personal path is exemplary–strengthen the accounting/ numbers comfort, start out on a non-profit board. (I’m actually doing the same right now.)

]]> Comment on Board Gender Balance – a personal perspective by Errol Kogan http://managementhelp.org/blogs/boards-of-directors/2011/06/01/board-gender-balance-a-personal-perspective-2/#comment-31 Errol Kogan Thu, 16 Jun 2011 11:05:40 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=390#comment-31 This is really interesting, You're a very skilled blogger. I've joined your rss feed and look forward to seeking more of your great post. Also, I've shared your site in my social networks! This is really interesting, You’re a very skilled blogger. I’ve joined your rss feed and look forward to seeking more of your great post. Also, I’ve shared your site in my social networks!

]]> Comment on Boldly into the Breach – the Lead Independent Director by Julie Garland McLellan http://managementhelp.org/blogs/boards-of-directors/2011/04/18/boldly-into-the-breach-%e2%80%93-the-lead-independent-director/#comment-30 Julie Garland McLellan Wed, 27 Apr 2011 01:01:00 +0000 http://managementhelp.org/blogs/boards-of-directors/?p=294#comment-30 Hi Gopal I agree - more directors (independent or otherwise) will not lead to better governance. Better directors will lead to better governance. One of our biggest issues is in defining what makes a 'good' director. Diverse boards need a range of skills and experiences but, and perhaps more, also need inquiring and open minds with strong ethical characters. Like the platypus - good directors are hard to describe and have attributes that rarely combine in one person but you know them when you see them. Thanks for the comment Julie Hi Gopal
I agree – more directors (independent or otherwise) will not lead to better governance. Better directors will lead to better governance. One of our biggest issues is in defining what makes a ‘good’ director. Diverse boards need a range of skills and experiences but, and perhaps more, also need inquiring and open minds with strong ethical characters. Like the platypus – good directors are hard to describe and have attributes that rarely combine in one person but you know them when you see them.
Thanks for the comment
Julie

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