Quelles sont les caractéristiques d’une planche performante ?

In my experience, it's important for Board Members to ask the awkward questions, but not necessarily in an awkward or argumentative way.

In my experience, the following are critical for a high performing board : 1. A strong chair - fair, balanced and demanding at the same time. 2.Diversified knowledge and experience pool 3.Open communication - “agree to disagree” and “non judgemental” environment 4.Guardian approach towards executive management team 5.Purpose over profit approach A board with above criteria is often found to earn deep respect of executives and get the best out of an organisation in a sustainable and future ready manner.

In addition to the fabulous list added, I just would like a Board to be very strong on EMPATHY to finally deliver what is best for all stakeholders. While the Board Members must remain grounded, they also must have their ears to the ground as well.

A high performing board brings diverse, capable skill sets united through a quantitative balanced scorecard that sets a high bar of achievement for executive leadership, employees and the company.

Many startups look to attract experienced CXO's from big corporate institutions to their board. It makes sense. These people are high performing individuals that have proven their worth. However, running a startup requires fundamentally different skills than running a large company. I urge every startup to consider strengthening their board with skills that are actually needed at the startup’s current stage of life; this could mean onboarding non-high-profile specialists that have a deep understanding of fx fundraising, product development, or strategic partnerships.

diversity is critical - it comes in many forms, visible and non-visible. also brings a challenge to the chair to integrate all perspectives and ensure everyone can contribute effectively.

Must hold its members and particularly the Chairman accountable for any abuse of power seeking favours or entitlements not due as per the Articles of Association by exerting influence on the CEO or senior management sidelining the CEO.

In my experience as a strategic advisor working with profit-making executive boards: A high-performing board has well-defined governance structures, such as board committees and clear roles and responsibilities. It establishes robust processes for strategic planning, risk management, financial oversight, and performance evaluation. Non-profit board: Similarly, non-profit boards also require effective governance structures and processes. This includes establishing committees for areas like finance, governance, and program oversight. Additionally, they should have policies and procedures in place to ensure compliance with legal and regulatory requirements.

A great partnership between the Chair and CEO is essential for steering strategic direction. A Chair that is in lockstep with the CEO will steer the board in effective ways to support the management team.

In today's turbulent times, the board has to adapt quicker and better to the changing landscape. That means engaging with management more proactively than ever before about strategic planning, oversight of enterprise risk management, integration of key relevant risks into business planning and strategy and a keen understanding on how all of this affects, impacts and potentially benefits or undermines critical stakeholders - whether employees, customers, regulators and of course shareholders. Without a holistic approach to current and future risks - especially strategic ones - the board and the company will be flying blind in a blinding world putting the company in potentially grave danger.

Importante mensagem. Uma empresa precisa de planos de longo prazo para manter sua relevância no mercado. Isso irá direcionar investimentos em projetos com maior potencial para sucesso.

One key addition to transform a board into a high-performing one with a strategic and forward-looking orientation is to promote ‘organisation learning’. As Peter Senge contends, the only form of sustainable competitive advantage is continuous learning (my paraphrasing). So ensure the board, and the organisation it serves, is a ‘learning organisation’. In relation to this, investing in the professional development of board members to enhance their skills, knowledge, and expertise is paramount. They must remain informed about best practices in governance and leadership (while not imposing a one-size-fits-all model), as well as the multitude of rapidly changing external issues that impact excellent decision making.

In my experience this is harder to achieve than it sounds! A board is a breeding ground for cognitive bias… It’s a group of senior people who don’t come together often, thrust into an environment where they need to make effective decisions and hold the CEO and leadership to account in a relatively short space of time. Every board member needs to be self aware to understand when to contribute and how to do it in a way that’s not about their ego in that moment.

I have experienced that sometimes one board member needs to comment on everything and drowns out others. It is imperative that the Chair appropriately manage the meeting to ensure that everyone's voice is heard.

A lot going on in this article on constructive and supportive culture. I would say it's less about DEI and more about openness and transparency. It's less about mentoring and coaching and more about agreement and disagreements. Be careful trying to create utopia in a board room, it's purpose is to serve the company not the community.

The Board must have trust in and include the CEO and Executive Team in developing the Strategic Direction. This is imperative to ensure Board Members know the the details of the environment in which the organisation is operating. In my experience this is particularly important in the Not For Profit Human Services system where Government and Government Departments are continuously advocating changes but, do not always comprehend the impacts of all change. aIn addition, they are not experienced in developing and administering proper change management systems. I think of the difficulties in the last few years of introducing and effectively administering payment in arrears systems and the negative impacts these have had on some NFP's.

A high performing board culture is not one that is complacent, laid-back or reactive. It is one that proactive, lean-in and roll-your-sleeves up. Board cultures in today's complex world need to reflect that complexity while maintaining the cohesiveness of good camaraderie. Additionally good board cultures share a keen and deep understanding for the business and the humility to know what you don't know. A good board culture can only be had with a highly emotionally intelligent chairperson and a proactive approach to not allowing hubris, narcissism and grandstanding by any one board member let alone several. Finally, a good board culture can only be achieved if everyone knows they are there to work and lean-in, not to sit back.

Strong board, clear vision – innovation stalled. Formal meetings lacked collaboration. An independent advisor identified a communication gap: young voices hesitant, veterans missed the bigger picture. Disconnecting both internally and externally, their vibrant social media turned dry. The 360° quality advisor's report offered a solution: bridge the gap. Mentorship programs and workshops could empower everyone. Revamp social media to showcase true potential. The board's positive response underscored 360° value. High performance is a dynamic environment, not just structure, where all voices are heard.

- should have a balance of expertise between theory and operational experience. - strong communication skills and a proactive approach to addressing challenges.

There are two fundamental elements in such a case. First is the capacity of the board to develop a leadership team context at supervisory level! The second is the capacity of the board to develop an effective communication process with both i)problem solving and ii)development approach. If those elements are present, the efficacy of the board comes naturally.

Having a constitution that drives turnover of Board members on a regular or periodic basis is a useful way to reduce bias, refresh points of view and minimise poor practices.