Boards of Directors
Growth, Innovation, Mergers and Acquisitions, Succession, Cyber Security… All involve change and require high-quality leadership. Organizational success turns in no small degree on striking the right balance between the role of Senior Management and the role of 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.
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. 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.
Rapport along with clear responsibilities, and accountability characterize strong working relationships between boards of directors and management, especially the CEO. 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.
Initial acquisition analysis
Research shows repeatedly that mergers and acquisition seldom achieve the outcomes desired. Boards must assure appropriate due diligence concerning culture and the people aspects of implementation.
Securing shareholder and investor value may begin with fixes and turnarounds but must necessarily move on to building organizational and leadership competency and a supporting culture. Greg can assist boards in overseeing those efforts.