ABSTRACT
The risk management groundhog-day board agenda that reassures us that the readers are discharging our fiduciary duties is only one part of the board’s role. Human dynamics may instead be stifling the ability of a board member to contribute to their fullest potential. Just as every organization is different, the board will often reflect the unique nature of the organization; its hierarchy, history, social standing, external environment, strategy, management and the behaviours and attitudes of its members. In the 20th century board, most decision-making happened at full board meetings with little work, and minimal engagement of board members occurring outside of the main board meeting. Modern board members are engaged with executives, and are valued by them as their ‘critical friends’, so they should be encouraged to challenge and thereby seek to be of service to the organization. Modern boards ensure induction and development is organized, consistent and well-structured, with ongoing learning opportunities for board members.
