Boards need to tread a number of fine lines, first among them being the line between governance and operations. I help to normalize and advance consideration of how best to walk that line. Furthermore, I assist Boards in developing their own capacity to operate as sophisticated teams and in fulfilling arguably their most important function: selecting and transitioning CEOs.

Boards too often take a narrow view of what constitutes effective team functioning, under-attending to the value of broader, more diverse composition of boards as well as under-attending to operating practices of sophisticated teams as they apply to boards, practices such as onboarding members and managing their performance. So too should CEO selection, support, and particularly succession have a regular spot on the Board’s agenda, qualifying as the most important of essential board functions. I have assisted in developing numerous Board Chair:CEO relationships and observed more.

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