Enhanced Governance
A Few Thoughts for Board Development
Background on Enhanced Governance
We have studied the primary governance practices of many organizations. Most board leaders and board members would like to see general improvements in Board Development, and that translates to greater clarity in governance and management roles, better use of time in governance operations, and more focus on strategic concerns in the governance conversation. These are common subjects, although they are shared in the unique contexts and responsibilities of governing boards and committees.
These are part of shaping what we call Lean-and-Legal Governance work:
- Focus and Board Principles
The work of governance enhances Decision Making, Forward Planning, Risk Management, and Problem Solving … with knowledge and judgment. - The Board Agenda is Instructive
The Board Calendar, Powers, and Responsibilities define what matters in the Board Agenda: the cadence of Board coverage … and subject matter are pivotal. - Board Authority and Delegated Power
The interests of the board and the work of management are set forth in specific delegated processes – this prevents conflicts and wasted time, wasted energy.
These are important tenets for Board Development, and they point to the importance of board relationships, information, and a positive mindset for good governance practice. They open the prospects for Board Value-Added, with governance norms that ensure positive governance work. A more Lean-and-Legal approach serves the cause of good governance.
