Evaluating Your Board
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 the 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 the 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 membership, structures, and functions of most boards of directors come about by happenstance and continue through inertia. Members are named through ownership, networking, and personal or family connections. Board operations likewise are structured to meet basic legal requirements, but too often ignore structural, support and meeting practices that could nurture the most value from membership. Only with an effective board evaluation process can you overcome these concerns.
The best part – board evaluation can be a quick, painless process that not only avoids hard feelings but pays off richly in board improvement. Our program digs into how boards can make self-assessment a valuable learning and quality improvement experience. We walk you through the reasons why evaluation has become a necessity; the “Pre-Evaluation” steps you’ll need; how to evaluate all of your board’s roles in governance (not just individual directors); and how to put evaluation outcomes to work.
Areas Covered
- What are the most common roadblocks to evaluation, and how do you overcome them?
- Build a skills matrix of the talent your board has (and needs)
- Should only board members evaluate board members? No – here’s why.
- Evaluation isn’t about “pointing fingers” – How to make it a positive experience
- How to evaluate “forward,” rather than backward
- Dovetailing governance and company strategy into your evaluation
- Don’t settle for a “one and done” evaluation – here’s how to make sure your findings are actually put into practice
- Learn these tips that prompt board members to really open up when evaluating
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
Talent assessment and evaluation is an important part of professional management today. But when it comes to boards of directors, boards too often push off evaluation, give it a weak, subjective effort, and don’t put results into practice. Yet regulators, investors, and governments are looking more closely at your board makeup and competence now. Stale membership, lack of core and new skills, weak turnover, and poor governance are prime targets for outside second-guessing.
Topic Background
You can’t improve what you can’t measure and that applies to boards of directors.
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$200.00
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