Putting Board Committees to Work
Ralph Ward is an internationally-recognized speaker, writer, and advisor on the role of boards of directors, how “benchmark” boards excel, setting personal boardroom goals, and the future of governance worldwide.
Ward is publisher of the online newsletter Boardroom INSIDER, the worldwide source for practical, first-hand tips for better boards and directors (www.boardroominsider.com). He also edits The Corporate Board magazine (www.corporateboard.com) the nation's leading corporate governance journal, with subscribers who are directors and senior officers across the U.S. and in 27 foreign countries.
He is author of six acclaimed books on board and governance for today’s corporate boards, the challenges they face, and the answers they need to excel:
- Board Seeker Guidebook (2018)
- Boardroom Q&A (2011)
- The New Boardroom Leaders (2008)
- Saving the Corporate Board (2003)
- Improving Corporate Boards (2000)
- 21st Century Corporate Board (1997)
The savvy business people who make up boards of directors know how to effectively run complex business operations in their “day jobs.” They hire people with proven, specialized skills and a track record of achievement. They structure and organize their efforts so talent with specific skills manage and perform specific functions, all for a smooth-running corporate machine. Yet boards of directors, who today play a far more tactical role in the organization, still tend to focus on the historic model of a board full of generalists, doing the best they can. Since you’ve found this to run more smoothly in business by specializing functions and talents, why not make this the model for board operations? The most common board committees audit, compensation, nominating/governance can be incredible tools for boosting the efficiency and quality of board work. We give you a round-up of best practices for making your board committees into a powerful governance machine.
Areas Covered
- How much do you know about the background, functions, and structuring of board committees?
- Why is most of the “heavy lifting” of board work today done at the committee level?
- How do you shape the most effective committee charters, membership, and agendas for smooth operations?
- What specialized information is needed for top committee effectiveness?
- What are specific “best practice” tips for audit committees, compensation committees, and governance/nominating committees? How have their roles changed to meet new demands?
- How do you assure the talent and leadership are in place for solid committee performance?
- How can you structure the best workflow between committees and the full board?
- What new board committees are being added, and are they right for your board?
Who Should Attend
- Corporate board members
- Nonprofit corporate leaders
- Private and family firm board members
- Corporate secretaries
- Corporate counsel
- Venture capital and private equity partners
Why Should You Attend
Boards of directors worldwide must take on increasingly tactical roles in monitoring, assurance, and compliance for companies, with tougher legal penalties for oversight. Yet the board model was never designed for such a hands-on role. It’s made up of part-time amateurs, trying to cope with oversight of full-time managers and complex organizations. This leaves boards too often missing out on risks, overwhelmed by busy work and data, and two steps behind in trying to keep up with their agendas and legal duties. That’s where the magic of smart use of board committees can make all the difference.
Topic Background
Smart use of committees is how good board work happens.
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$200.00
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