{"id":8978,"date":"2020-02-26T15:20:33","date_gmt":"2020-02-26T14:20:33","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=8978"},"modified":"2021-09-28T17:53:00","modified_gmt":"2021-09-28T15:53:00","slug":"how-the-board-ensures-good-governance","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/how-the-board-ensures-good-governance\/","title":{"rendered":"How the Board ensures Good Governance"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-6916a8752ed5303506e810fc89d30bc3\">\n.avia-image-container.av-k61yn6kg-6916a8752ed5303506e810fc89d30bc3 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-6916a8752ed5303506e810fc89d30bc3 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-6916a8752ed5303506e810fc89d30bc3 av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-5822 avia-img-lazy-loading-not-5822 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/11\/TTA-02_2016_03_GoodGovernance_150x150-1.jpg\" alt='' title='Business Group Meeting Discussion Strategy Working Concept'  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/11\/TTA-02_2016_03_GoodGovernance_150x150-1.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/11\/TTA-02_2016_03_GoodGovernance_150x150-1-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/11\/TTA-02_2016_03_GoodGovernance_150x150-1-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2016\/11\/TTA-02_2016_03_GoodGovernance_150x150-1-120x120.jpg 120w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-41f07393b0e146a3267676869c7862f8\">\n#top .av-special-heading.av-av_heading-41f07393b0e146a3267676869c7862f8{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-41f07393b0e146a3267676869c7862f8 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-41f07393b0e146a3267676869c7862f8 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-41f07393b0e146a3267676869c7862f8 av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >How the Board ensures Good Governance<\/h1><div class='av-subheading av-subheading_below'><p>What to look for \u2013 and what to avoid \u2013 in effectively operating Boards<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb\">\n#top .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Dr. Christian B\u00fchring-Uhle<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>The sustainability of a business depends on its sustained ability to attract capable leadership talent, and that in turn depends in large measure on the quality of its governance. Good governance, therefore, is not only important for its own sake but also as a requirement for attracting \u2013 and retaining \u2013 top management talent, be it external or internal (the good ones have alternatives\u2026). In our practice as advisors to owners of significant businesses we are often asked what it takes to ensure good governance, and the key really is to have an effectively functioning Board, be it a classical Board of Directors or an Advisory Board which can play an almost equally significant role for the quality of governance in a privately held company.<\/p>\n<p>In order to achieve the desired impact, the Board, in the first place, needs clarity of purpose. The primary purpose of the Board, at least in a privately held enterprise, is to exercise the owners\u2019 rights and obligations (also vis-vis the other stakeholders), and to protect their interests, ensuring that the company is well managed, that fundamental decisions are taken on the basis of good judgment, and at the right moment. A productive and well-functioning Board, however, is also an indispensable resource for management. The best CEOs appreciate \u2013 and seek \u2013 the advice and challenge of critical, independent-minded Board members and especially an experienced Chairperson as sparring partner. Another function of the Board, and especially the Chairperson, can be to act as an intermediary, and at times even a mediator, between shareholders and management, or among different groups of shareholders.<\/p>\n<p>Another important feature of effective Boards is clarity of focus. Experienced Board members, led by a capable Chairperson, will focus on the long-term well-being and sustainability of the business. They emphasise strategy over tactics, and distinguish what\u2019s really relevant. A truly productive Board uses at least two-thirds of its time to think about the future \u2013 instead of reviewing and questioning past dealings or, worse, being presented quarterly reports and figures. A key focus for every effective Board is talent. The Board has to make sure that the company is managed by the best available talent which means not only selecting and employing the right executives, but also to help them integrate, to supervise, support and challenge them, to help them grow, to compensate them adequately, to retain them, and, when necessary, to replace them (in time).<\/p>\n<p>An effectively operating Board will be able to deal with typical problems that can arise. Some Boards experience a large difference of expertise and understanding among Board members, which is acceptable and manageable as long as it derives from a diversity of backgrounds and not from a lack of (time) commitment or meeting management. Another problem can be a clash of personalities within the Board. In general, it is advisable to have strong, and diverse, personalities in the Board room, and if they \u2013 and particularly the Chairperson \u2013 have the right set of communication skills, there will be productive discussions and a high level of added value. Another problem is directly linked to productivity: sometimes Boards simply don\u2019t get through the agenda in the allotted timeframe, and see Board members heading to the airport before the issues are resolved. And some Boards become paralysed because issues remain unresolved or won\u2019t even be touched on due to the fear of generating antagonism.<\/p>\n<p>There are a number of simple operating methods that set apart the productive Board. In our experience, a well-organised Board:<\/p>\n<ul>\n<li>Operates on the basis of a well-thought-out agenda, with relevant topics, a reasonable order and time allocation, distributed with sufficient lead time, asking members to comment and make suggestions, so as to avoid last-minute changes.<\/li>\n<li>Plans and respects adequate breaks, which are long enough so that Board members can be 100% \u201cpresent\u201d during the sessions, i.e. no one is distracted by smart phones etc.<\/li>\n<li>Receives all relevant materials with sufficient lead time, typically one week, and everyone comes to the meeting having read the materials, allowing to focus the discussions on questions, comments, suggestions, i.e. discussing the issues rather than taking in the information.<\/li>\n<li>Cultivates an atmosphere of candid, reflected discussions, where ideas flow freely and respectful disagreement is encouraged rather than suppressed.<\/li>\n<li>Generates meaningful minutes, recording the decisions and the \u201cto dos\u201d, as well as whatever is essential to document their reasoning, rather than producing a sort of transcript that no one will read; minutes are distributed immediately (no later than three working days) after the meeting and any comments are received well in advance of the following session.<\/li>\n<li>Undergoes periodic evaluations of its performance, either in an auto-evaluation or, preferably, with the help of competent external experts; the evaluation is frank and confidential, so as to allow an honest discussion among Board members as to how to optimise the way the Board works and adds value to the company.<\/li>\n<\/ul>\n<p>The value a Board generates for the company is highly influenced by its composition. Being a Board member is a challenging, potentially inspiring and fulfilling, but above all a demanding, sophisticated task. Board members have to be individually suitable to this task, and collectively capable to act as a team so as to bring the members\u2019 abilities to bear for the benefit of the company and its stakeholders. As individuals, they have to be well chosen on multiple dimensions:<\/p>\n<ul>\n<li>Relevant Experience \u2013 which can be functional, industry or topic-based, or simply as business (or other) leaders.<\/li>\n<li>Analytical Strength \u2013 Board members have to process large amounts of complex and sometimes ambiguous information.<\/li>\n<li>Judgment \u2013 being able to take decisions based on limited facts (no \u201canalysis paralysis\u201d),<\/li>\n<li>Motivation (and time commitment) \u2013 wanting to really make a difference, not just collecting prestigious titles or feeling obliged to someone they know.<\/li>\n<li>Integrity \u2013 above all, the highest degree of honesty, integrity and independence. And, allied to this, an ability to work in groups (being able to listen to and value differing points of view, wanting to contribute to group results without looking for personal recognition or benefit).<\/li>\n<\/ul>\n<p>The effectiveness of this group also depends on how it is composed, i.e. how the individual capabilities, personalities and perspectives complement each other. An assortment of great musicians will not automatically form a well-honed band or orchestra. When egos are big, and spirits competitive, the opposite may happen (and often does): personalities and (often pre-determined) opinions clash, everyone tries to dominate, and all the energy produces more heat than propulsion, putting off and frustrating management rather than supporting and inspiring it. A well-functioning Board requires a significant degree of humility from its members: dedicating time, attention, energy, doing one\u2019s homework, and limiting one\u2019s interventions to what benefits the group rather than seeking confirmation for own actions and attitudes, and serving one\u2019s ego. And the more diverse the group, the higher the challenge of working productively. But so too will be the benefits be higher in terms of richness of ideas and soundness of decisions. We still see too many \u201cmonochrome\u201d Boards that are male dominated or composed of nationals from the home market.<\/p>\n<p>To make the most of the potential offered by the \u201craw material\u201d, the group of individual \u201cmusicians\u201d, is the task of the Chairperson who, not unlike the conductor of an orchestra, makes sure that the total is more than the sum of its parts \u2013 and not the other way around. An effective Chair instils in the Board an operating culture of openness, seriousness, respect, humanity, humility, professionalism and discipline (which does not preclude a certain degree of humour, companionship and fun). At the same time, the Chair is a serious sparring partner and mentor to the executive team and personifies the identity and the values of the company and their owners.<\/p>\n<p>This will become evident especially in times of crisis when the Board, and particularly its Chairperson, makes sure the company reacts in a calm, reasoned and expedient manner. And that the executive leadership is up to the task, backed and supported by the Board where appropriate \u2013 or replaced in a timely manner, if and when necessary, and in accordance with a succession plan the Board has developed well ahead of any crisis situation.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-av_buttonrow_item-c34955ef1ccc827aa69cf05a0f31dfe6 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-85eec5cae5f64b20c56dbb2bdd453c67\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-85eec5cae5f64b20c56dbb2bdd453c67{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2016_02_Good-Governance_EN.pdf' class='avia-button av-av_buttonrow_item-85eec5cae5f64b20c56dbb2bdd453c67 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":5824,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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