Inside look at “The Board” …from a Board Chair perspective “A board is comprised of a group of exceptional leaders from all backgrounds and experiences whose responsibility and accountability is tied to its shareholders, corporate organization and community it ultimately serves” André Harrell

1. B O A R D RO O M D E V E L O P M E N T
Board Chairman’s Perspective
Presentation By:André Harrell

2. O B J E C T I V E S
• Board Development: UnderstandingYour Role
• Board Development: Recruiting and Retaining Board Members
• Board Development: StrengtheningYour Board
• Board Development: Best Practices-Communication

3. U N D E R S TA N D I N G Y O U R RO L E
BOARDROOM DEVELOPMENT

4. U N D E R S TA N D I N G YO U R RO L E
• The Board of Directors should provide leadership for the organization
• Roles, responsibilities, and powers are usually outlined in bylaws
• Members should fully understand their roles and responsibilities
• Members have diverse backgrounds but share common goals

5. U N D E R S TA N D I N G YO U R RO L E
• Every organization should have a formal board policy manual
• Board members should be aware of current policies
• Members should “Lean In” to corporate discussions…and not just “show
up” once a month
• Members should look out for the best interest of the organization

6. U N D E R S TA N D I N G YO U R RO L E
• The Board Chairman should foster a transparent, consistent, and
accountable culture
• Always have your financial records audited by an outside agency
• Focus on results.What is your mission? How do you measure progress?
• Understand the importance of fresh perspective…and diverse thinking
• Develop a conflict-of-interest policy

7. U N D E R S TA N D I N G YO U R RO L E
• Annually review your organization’s mission
• Board orientation-continuing education
• Actively solicit input from the community
• Support the healthy development of the CEO and ensure there’s a
genuine interest towards their success
• Each board member is expected to be good stewards of the organization,
community, and the stockholders at large

8. R E C RU I T I N G A N D R E TA I N I N G
B O A R D M E M B E R S
BOARD DEVELOPMENT

9. R E C RU I T I N G A N D R E TA I N I N G B O A R D
M E M B E R S
“Where you go is determined…by where you are”

10. R E C RU I T I N G A N D R E TA I N I N G B O A R D
M E M B E R S
Determining “Inclusion Fit”…not good fit
• Does the board mirror the company…importantly the community?
• Don’t “Sell Diversity”. Ensure each potential board candidate can see it,
understand it, and realize it as the organization’s vision/mission
• Perhaps have potential board candidates' “interview” with current board
members. Post COVID19 perhaps visit the organization site.
• Invite final candidates to a board meeting

11. R E C RU I T I N G A N D R E TA I N I N G B O A R D
M E M B E R S
Expectation/Requirements Discussion
• Roles and responsibilities for each board member must match the
skill/competency they were recruited for
• Ensure each new board member understands fully their job
description…no room for ambiguity here
• Ensure new members get involved immediately (e.g. assign committee
responsibilities, and/or open projects
• Board Chairman is responsible for consistent and unwavering engagement
takes place among new and tenured members.

12. R E C RU I T I N G A N D R E TA I N I N G B O A R D
M E M B E R S
Retaining Board Members…the responsibility of Board Chair
• Ensure there’s mutual respect among board members
• Board Chair retainment goals:
• Forge a Partnership: creating a teamwork environment where everyone feels valued
• Inspire Commitment: ensure there’s alignment towards organization vision/mission
• Grow Skills: promote board competency growth where each member can learn from each
other
• Promote Persistence: ensure there’s an environment that encourages engagement and
openness
• Shape the Environment: build an environment of INCLUSION…!

13. S T R E N G T H E N I N G Y O U R B O A R D
BOARDROOM DEVELOPMENT

14. S T R E N G T H E N I N G YO U R B O A R D
Board Chairman Leadership
• Create a CollectiveVision
• Board Members should be invested in the success of the organization
• Work on Communication
• Thorough and applicable meeting minutes
• Focus on engagement and required participation
• Never avoid conflicts, address them…solve them
• Maintain a respectful environment where inclusion is mandatory
• Board Retreats/Team building to encourage partnership and productive communication

15. S T R E N G T H E N I N G YO U R B O A R D
• Be Proactive
• Do bylaws need to be updated?
• Does the board have a strategic plan that corresponds to cooperation?
• Prioritize
• As a board, prioritize what is most important and follow through. Be realistic about what
you can accomplish
• Think about the future of your board
• Who will lead and serve the board over the next 5 years?
• What skills, knowledge, and other qualities will strengthen the board?
• How will we foster and develop board leadership?

16. S T R E N G T H E N I N G YO U R B O A R D
• Tips for keeping strong board members engaged
• Tighten up your board meetings (e.g., meetings no more than 2 hours, keep to agenda,
focus on the strategic…not the minutiae)
• Provide opportunities for board members to be engaged in the work of the organization
• Conduct board member evaluations
• Conduct retreats and outings
• Develop a simple board building program/project

17. B E S T P R AC T I C E S :
C O M M U N I C AT I O N
BOARDROOM DEVELOPMENT

18. B E S T P R A C T I C E S : C O M M U N I C AT I O N
• What NOT to do?
• Lack of Patience
• Poor behavior or self-serving behavior
• Personal or hidden agendas
• Getting stuck in alliances and coalitions regardless of the issue
• Lack of ground rules
• Lecturing, chastising, threatening, bullying etc.
• Competition, turf wars, zero-sum games, and winners and losers
• Disengagement from community

19. B E S T P R A C T I C E S : C O M M U N I C AT I O N
• What to do?
• Listen…don’t just hear.
• Never avoid conflicts, address them so that they don’t turn into CRISIS
Make meetings more effective:
• Create an inclusive and open environment so that members can express themselves
confidently
• Establish realistic expectations
• Avoid pressuring members to see a subject one way but encouraging diversity in thought
• Always state objectives at the start of the meeting, follow agenda
• Ensure EVERYONE can provide input
• Periodically check to see that the meeting is on task

20. F I N A L T H O U G H T S

21. F I N A L T H O U G H T S
Corporate Board Definition: a body elected to govern a
corporation on behalf of shareholders. Generally chosen
to represent both management and shareholders interests,
it establishes general polices for the organization,
including dividend policies, and hires/fires major
executives. It is answerable to shareholders for its
decisions.
“A board is comprised of a group of exceptional leaders
from all backgrounds and experiences whose
responsibility and accountability is tied to its
shareholders, corporate organization and community it
ultimately serves” (courtesy André Harrell)
André Harrell
AH2 Management