More is expected of boards in this decade than previously.

Expectations of boards will continue to rise until there are no more bad-news stories of companies failing because boards did not perform well. Your board does not have to be in those news stories to bear the brunt of criticism and derision. Your board can review its own performance to identify its strengths. Identified weaknesses become the target of the board’s self-determined efforts to improve itself in pursuit of the organization’s mission.

The Sarbanes-Oxley Act of 2002 speaks directly to the governance of publically held companies. Seeing that Act as the “handwriting on the wall,” credit union and nonprofit boards, even small, privately traded companies, gain valuable insights into practices that strengthen a board’s ability to achieve excellence.

Directors as leaders do not rest on their laurels; they challenge the status quo. Regularly reviewing their performance as a board, directors make deliberate efforts to raise their board to new heights of efficiencies and effectiveness, to improved decision making and excellence in governance.

Following this session, participants will:

• Be able to the standards by which directors will evaluate the board’s performance
• Convert performance standards to performance-review questions
• Organize the process for reviewing directors’ performance
• Use the results to reach for excellence

Program Length

     From 1 hour to 1.5 hours.

Primary Audience

     Board Chairs and directors; Executives who work for/with boards