Como você pode garantir que os membros do conselho compartilhem a missão da sua organização?

There must be a strong ownership strategy, the values must also be consistent with the company. Board members must always act strongly in accordance with the company's interest, respecting the interests of all shareholders. Understanding sustainable development and responsibility is very essential.

A way to ensure prospective board members are the right fit is to ask them to set out how they or their own organisation aligns with your own mission. Get them to give examples.

While defining you mission is a great place to start, you need to have just as clear a policy on what you are looking for in a board member. There are multitudes of wonderfully talented people out there but not everyone is going to fit the outline of what you are looking for in a board member.

First and foremost, the director should have a vision that he or she can articulate to the Board. The organizational mission is more than just a statement--it is a commitment to the core values, established goals, and strategic initiatives. Each member has typically been recruited to the Board for a defined/undefined reason--their wealth, their access to wealth, and/or their ability to get things done. Therefore, a Board needs to establish criteria for evaluating itself, and then assess itself to determine if it is meeting those criteria which should align with the director's vision and the organization's mission.

Ensuring that board members share and are aligned with your organization's mission is crucial for effective governance and strategic decision-making. Here are some strategies to foster alignment: Clearly Articulate the Mission: Clearly define and articulate the organization's mission. Ensure that it is concise, inspirational, and communicates the purpose and values of the organization. Orientation and Onboarding: During the onboarding process for new board members, provide comprehensive orientation sessions that cover the organization's history, mission, values, goals, and current initiatives. This helps new members understand the context and purpose of the organization.

Today, more and more soft skills such as communication skills are needed. Alternatives and scenarios for the future must be drawn up. Perception and understanding of the changes taking place in the environment is needed. E.g. PESTELE analysis and SWOT analysis are necessary. It is good to understand rolling budgeting and cash flow calculations, resilience. It is preparation for unpredictable situations. The board members must think about their own future learning needs and the learning ability of everyone in the organization in a changing world. Learning brings about the desired changes.

To identify the ideal board profile aligning with a mission, undertake a meticulous process that has strategic foresight, diversity, and values aligned. The aligning of prospective members' values and commitment with our mission looks at their passion for and belief in the cause. Seek individuals with a diverse skill set that complements the organization's needs. This includes expertise in areas like finance, legal affairs, strategic planning, marketing, technology, and subject matter knowledge pertinent to our mission. Look for a mix of seasoned professionals with substantial board or leadership experience and younger, innovative minds that bring fresh perspectives. This blend ensures a dynamic exchange of ideas and approaches.

This is a tough area as I have seen far too many boards that became rubber stamps for the CEO or chairperson. You must be careful that you are finding the best people for the job and not just the people you want so you can check off a profile on your list. It is just as important to find a board member who can clearly and concisely explain any challenges they may have to any issue under consideration.

Mais do que identificar na placa é praticar todos os dias e envolver o máximo de funcionários que possam colaborar com o perfil que a empresa quer validar.

Recruitment of board members requires a authentic and effective communication. Utilize existing networks, partnerships, and relationships to source potential candidates who align with your board profile. One should encourage referrals from current board members, stakeholders, community leaders, etc. From the outset, clearly articulate the roles, responsibilities, and expectations of board members. Be transparent about the challenges and benefits of serving on your board, which will provide a realistic view of the commitment required. This will ensure that the strategies ensure a recruitment process that attracts qualified individuals and cultivates a shared understanding of your mission, collaboration and purpose-driven leadership.

During the recruitment process, emphasize the importance of commitment to the organization's mission. Clearly communicate the expectations and responsibilities associated with being a board member.

Do not sweat it over a specific candidate and understand sometimes it is better to find somebody who wants to go as easy as they came, in order for you to maintain control over your organisation. Keep your strategy to yourself and do not sweat it about convincing a specific somebody. Get someone who realises competition is existent and someone who realises the weight is on their side to prove their worth to the organisation and not the other way around.

High level theory that recruit strategically etc. those with large experience will not stay long. Better go in for freshers from ordinary background students. They will learn fast.

Success attracts success. Rome wasn’t built in a day. Both you and your potential employees/partners/investors need to have a trackable and measurable track record to ensure things go as smooth as possible. When your objectives and values align you can make a greater impact on the contributions you make to society and to your enterprise.

Boards should be as diverse as possible and learning should take place together. It would be important to understand the changes taking place in the customers' operating environment. For this reason, in-depth and proactive customer understanding is particularly important.

You should hire people with a diverse working background so that each one brings a realistic perspective to the table. It is not on your person to transform a prospect into a fitting candidate. Let them come back when they have broken sweat doing something productive. Make sure your organisation had loaded guns and not deadweight.

Communication is the key in this area. It is important to remember that the role of the board is to set policy and the role of the CEO is to carry out that policy. If everything is working correctly it is your board that will keep you pointed toward your mission. They cannot do that if communication and information is not flowing to them.

Communication is key to address any appearance of trouble or inconvenience. Be sure to pay attention to what your employees are disputing about and be sure to be the problem solver yourself, even when you have the temptation to believe you are above some issues. Be grounded and real, and try to connect on a human level to better assess solutions to business operations or cohabitation.

Learning must also take place from bad decisions and endings. Learning in networks and learning from customers, learning together is important. Wisdom does not live only inside the company, the world is too complicated for that.

In you quest for improvement don't be too quick to plaque and wack. Bad decisions, mistakes, hurt feelings, and a whole lot of personality conflicts are bound to happen and there is a lot of learning that can and should come from these. But be sure that expectations are clearly laid out before people become board members and those expectations are routinely talked openly about. This another way that double looped learning can take place as it is a way to make sure that you are on track to meet goals and missions.

When you build true personal relationships and bonds with all parts, your personal life merges your friendships with your profesional relationships in a flow pf continued conversation and edification of culture. Make sure not to micromanage, and be open for contributions and different outlooks. Define measurable and/or subjective analysis to have a clear view of how affairs have been and are shaped.

It actually starts with recruitment..Previous boards I served on identified a candidate, asked for a resume and then put the candidate up for a vote . because all the background was covered it usually resulted in a yes. Remember someone can share your vision but have a different idea about how to achieve it.

It is important to remember that as a leader it is your job to serve the board members. They cannot function unless they are empowered, and their needs are met. You must share mutual respect, trust, and sometimes even affection, so that you can build a relationship with your board members that can extend beyond the confines of formal leadership structures.

Implement campaigns or initiatives that raise awareness about the mission among board members. This could involve sharing success stories, testimonials, or other content that highlights the impact of the organization's work. Develop key performance indicators (KPIs) that are aligned with the mission. Use these metrics to evaluate the organization's progress, and regularly report on them during board meetings. By combining these strategies, organizations can foster a strong sense of mission alignment among board members, ensuring they work cohesively towards shared goals. Regular reinforcement and communication are key to maintaining this alignment over time.

One thing I have learned when recruiting for heads of division is that a consultancy service, or any type of inquiry, to draw a profile fit to your organisation’s needs is very helpful. Years in the past I spent a couple years looking for a new head for the IT and Systems Engineering Division for a multimillion operation that was already working well. All I needed was a Data Base System to replace Legacy Systems. All the prospects expressed a desire to work under a senior expert, not to take a leadership role. The offer guaranteed a year of wages regardless of the duration of the work, and it consisted of 10 minimum wages/mo when it could be done by a freelancer for a couple hundreds, none dared. I now know better.