Boards of Directors

Organizational success turns in no small degree on striking the right balance between the role of Senior Management and the Board of Directors.

An overreaching board can easily perform a profound disservice to the organization it is bound to serve as can a perfunctory or ‘rubber stamp’ board. Normalizing and regularizing the discussion of the role of senior management vis-à-vis the Board helps to get and keep the right balance. So too with the roles within a Board and the performance of Board members.

Greg has worked with for profit and not for profit Boards of Directors and senior management both to build them each as teams as well as to strengthen their working relationship.
Healthy board functioning drives optimal functioning throughout an organization. If there is dysfunction at the board level it will get replicated throughout the organization. Greg’s work with Boards focuses on increasing a board’s understanding of itself both as a group and as individual contributing members.

His work as included the following:

Full Board of Directors assessment and development

Through interviews and process observations Greg analyzes board functioning and dynamics. The board then reviews the analysis with Greg and develops plans to improve functioning. Goals have included:

  • Instill a culture of Open and Candid Communication
  • Clarity about each member’s and the Board’s Roles and Responsibilities
  • Ensure focus and time investment are on the right issues

Individual board member assessment and development

Greg works individually with board members to define the work they will do together. His work with individual board members is similar to his individual leadership work with a focus on enhancing the individual’s board member effectiveness. This work can prove especially useful to Board officers and committee heads.

Board/management relationships

Rapport along with clear responsibilities, and accountability characterize strong working relationships between boards of directors and management. Through interviews and process observations, Greg provides an analysis of the relationship. The analysis then facilitates fully leveraging the positive aspects of this relationship as well as identifying and correcting any problems

Acquisition analyses

Research shows repeatedly that mergers and acquisition seldom achieve the outcomes desired, i.e., the outcomes that led to the merger or acquisition and that the people side of mergers usually explain why. Board must conduct appropriate due diligence of this sort. Greg’s work entails helping boards conduct just such due diligence.