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A perfect board governance system is an elusive concept. Yet it is a goal that boards must strive for – and one they can reach if they understand what good governance looks like as long as they are constructed in accordance with a strict blueprint (what Nadler calls “board building”) and have the proper behavior.
In order to achieve this boards must be organized appropriately, well-chosen, and directed towards the future. They must be able balance the needs and wants of the company, as well as those of the stakeholders. They should be able to deal with the new regulatory pressures as they come up.
The success of a non-profit is largely dependent on the board’s ability to address these challenges, and ensure that they are in a position for a future of sustainability. If that means maintaining the health of an organization’s programs or ensuring it is in good shape for accreditation or accreditation, a strong board will help its members fulfill their responsibilities as trustees and serve the community.
The creation of a board agenda and schedule is a crucial structural element. It must be clear enough for directors to be able to see what issues need their attention and which ones can be delegated to committees or management. It should also state what the board is required to be consulted or informed about issues that do not require a vote by the board in its entirety.
In the end, boards must be able recognize their own shortcomings and areas for improvement. This is where an annual evaluation is a great idea because it allows the board to determine its effectiveness and compare it with peers’.