Comment pouvez-vous maintenir l’engagement et l’engagement de votre conseil d’administration ?

Collaborate on developing a well designed roadmap and keep the board updated on milestone achievements. Identify proof points aligned to the business strategy. Demonstrate agility along the way.

To get people really hooked on what you're all about, they've got to get the full picture: what your mission is, what you're doing about it, and how you're going to pull it off. This means keeping the lines of communication wide open. Regularly fill them in on what's happening, the hurdles you're facing, and the wins you're celebrating. Remember, not all board members are cut from the same cloth. They might be on the same page about the big picture, but what sparks their interest can be all over the map. They're bringing a mix of talents and know-how to the table, so don't shy away from tapping into their expertise when you need it. Setting clear goals is the way to go, both for you and for them. It gives everyone something to aim for.

Some of the tactics I found useful: 1. Consistency in engagement. It is important to set out a board engagement annual calendar that is aligned to major milestones of the company such as the planning/ budgeting cycle, announcing results and AGMs. All of these depend on the nature of the company. An annual calendar of meetings is set upfront and adhered to. Nothing worse than adhoc meetings. 2. Engaging agendas and content. It helps if the executives that carry the responsibility of reporting to the board prepare engaging content in their reports. No reporting on operational matters. It focuses attention on critical matters such as strategy, policy and governance. I could go on about this. It's a subject I'm very passionate about.

To keep your board of directors engaged and committed, it's important to foster a culture of open communication and collaboration. Regularly provide them with updates on the organization's progress, challenges, and opportunities. Encourage active participation by seeking their input and involving them in decision-making processes. Recognize and appreciate their contributions to show that their efforts are valued. Additionally, provide opportunities for professional development and training to help them stay informed and motivated. Ultimately, creating a sense of purpose, transparency, and inclusiveness can help maintain the board's engagement and commitment.

Build authentic relationships and communicate openly and honestly regularly. Make each board member feel valued and heard. And find ways to engage talents, skills and interests!

Training for directors is absolutely crucial and not a waste of money. Directors are usually appointed because of certain skills or particular experience. However, they may lack particular competencies in areas which they have not developed expertise in. Proper governance requires the directors to at least have a basic level in key areas such as regulatory/legal requirements, finance, risk and an understanding of their industry for them to discharge their duties effectively.

The Board’s involvement by sharing responsibilities is critical to maintain its members engagement; a cross-function KPI might be one of the tools to be used to formally share responsibilities with focus

I dont think anypart of training or education will work at this level. Its the employee who needs to be trained and well versed with skills. As part of board they should be clear with only the purpose, constructive commemts and how its going to impact the organization hierarchy.

It is of critical importance for constant training of board members to ensure effective engagement in strategic planning. For the board to be effective, you need for board members to understand the dynamic business environment, be involved in strategy development, and possess the ability to challenge and shape strategies. The training should focus on fostering a culture of proactive learning, enabling board members to stay informed about industry trends, regulatory changes, and the competitive landscape. This proactive approach ensures that the board can provide valuable insights and contribute significantly to the company’s strategic direction. There are many valuable resources for that including @thecorporategovernanceinstitute.

Training is important at all levels, but regarding the C-level, I will say that you should train them on the tools you are using, the culture you are applying for your team, the metrics you are measuring, the results you are getting, and on the way you are making decisions, based on what you are reading, measuring or feeling from your role or product.

Being part of a board of directors can be very tedious and demanding but with motivation, someone can find joy and satisfaction going forward. Motivation is just about money but it is about giving recognition to hard work. The recognition could be inform of certificates, paid vacations and by ensuring the opinion of board members count. Even when you don’t need a particular opinion, you have to do that in a professional way so as to avoid dissatisfaction.

In my experience, fostering an environment that encourages active participation in board meetings is crucial to keeping the board of directors engaged and committed. Providing a space where everyone can learn and contribute not only enhances their understanding of their roles but also cultivates lasting engagement. This approach ensures that directors remain committed and invested in their responsibilities

Entendo que a prática da escuta ativa é uma boa sugestão. Pelo nível e quantidade de informações e tarefas que os diretores tem que desenvolver, o ideal é criar práticas de escuta ativa para valorizar as opiniões e gerar foco nas dicussões, buscando levar em consideração as contribuições geradas e também racionalizar o debate em busca de melhorias e geração de valor.

This is a very important aspect to give back and recognize sponsors, sometimes we take for granted their effort or we think is part of their role to do so, there is always a way to keep them involved and acknowledge

This is especially important for a volunteer board. They are giving their time to help push forward an organization. Make sure you recognize their commitment.

From my experience, effective engagement starts with clear communication of the organization's vision and challenges. Encouraging active participation in strategic discussions allows board members to contribute their diverse expertise. Regularly updating them on progress and setbacks fosters a sense of ownership and responsibility. Additionally, creating opportunities for them to lead specific initiatives or working groups can deepen their commitment and leverage their unique skills for the organization's benefit.

A strategy I've had success with is to actively Board directors in decision-making and problem-solving processes. Remember, these individuals were selected to serve on your board for a reason: they bring unique time, talent, and treasure that can significantly impact your nonprofit's mission. By soliciting their input and empowering them to take the lead on specific problems or initiatives, you not only utilize their expertise effectively but also foster a sense of ownership and commitment towards the organization's goals. Engaging them in this way highlights the value of their contributions and ensures they remain motivated and connected to the cause.

Sí los miembros de la junta directiva no forman parte de la toma de decisiones de forma constante, perderán el sentido de pertenencia del proyecto y no se sentirán responsables de los éxitos o los fracasos, lo que los alejara de misión y visión del proyecto. Por eso debe ser una constante, el que formen parte de las decisiones.

Ninguém quer entrar em contradição consigo mesmo, portanto, durante o planejamento de um projeto, você deve identificar quem são os colaboradores que tenham influência e poder diante das etapas do projeto e buscar envolvê-los, de forma a definir os papéis, as responsabilidades e prazo de entregas, após isso, faça reuniões regulares para ouvir os membros do projeto e sugerir que eles tragam soluções aos problemas, com isso, o envolvimento tende a ser maior. Caso não dê certo, cogite trazer o sponsor para próximo do projeto ou novos parceiros para ajudar o squad do projeto.

This does tie back to communication. Keep them involved by bringing them into the process by seeking their feedback and leveraging their expertise.

The Board’s involvement by sharing responsibilities is critical to maintain its members engagement; a cross-function KPI might be one of the tools to be used to formally share responsibilities with focus.

This is of immense significance. A board is the conscience of the company and it is the team that ensures the vision and its execution resilience. If this whole process is in sync with the unique skill sets of the illustrious board will enable a corporate excellence and USP. It will also ensure a constructive engagement

A mi me ha resultado útil estudiar a los miembros identificando sus intereses y pasiones así como sus roles y performance en otras juntas para poder identificar sus roles y lenguaje potenciando su participación y logro de objetivos esperados. Al estudiarlos previamente la probabilidad de asignarle un rol y función afín incrementa significativamente y por tanto sus resultados

This will help strengthen your organization and keep your board members engaged by helping to identify gaps you might need to fill. For instance, if you're lacking qualified board members for a marketing subcommittee, you're going to want to pursue more board members with that experience.

One of the major ethics of manpower is to ensure it proper utilization by putting people in the role that they can perform best. Such opinion also covers board of directors, they should be giving roles that suit their interests and area of expertise as this will ensure job satisfaction and job satisfaction will bring about members performance and retention.

All work without play, make jack a dull boy. Board of directors shouldn’t be about work and work, it should entails work and other social activities that will gear them to learn more about their colleagues and give them the opportunity to see the social sides of others. Hence, this will improve team spirit, team work, organization productivity and the performance of the directors.

One thing I love about is to get them involved into the process and connect them with the target audience so that they can get the right sense of direction

To have a VISION and Unapologetic Relationship between the parties to attain a puporse of the organization. This way it keeps the candle lighting even then there is storm outside to lit it down.

When dealing with the Executive Team and trying to get buy-in for a project, always look at the benefits from their perspective. Prepare charts with summary cost savings or critical information (Safety, Environment, Customer Perception, etc). Keep it relatively simple so it is more obvious to see the plus side of agreeing to move forward. Be prepared to answer questions on how you developed the charts or information if asked.

After ensuring that board members goals/priorities are aligned with the mission, have them actively engaged in raising the level of maturity of the board. This is especially true for new and under performing organizations; and it starts with educating board members on the various stages of maturity: messy, growing, healthy, or thriving around people, money, marketing, programs, and strategy.

Ensure board diversity of expertise and provide insightful information that leads to clear path for the decision making process. Setting clear processes for the work of the board and following global standards in board rules and regulations. Giving the board of directors power of decision making whereby executives truly report to the board and not vice versa. Abide by board meeting agenda and avoid wasting board members time and be ready with relevant information. Remuneration should be relevant to the effort required from the board members and relevant to company achievements.

En mi opinión un punto central es lograr un equilibrio entre los miembros. El coordinador o líder del grupo deberá enfocarse en este punto si desea optimizar los resultados. La amalgama no puede darse por sentada y muchas veces será necesario trabajar en ella, traduciendo, acercando e interpretando a los miembros para lograr una dinámica que fluya