3. Play to strengths. Before considering any membership changes, make sure individual members are complementing each other. Form committees and task forces around members who can play off each other and learn from each other.
4. Determine which members do not align with the board’s needs and goals. This is the hard part. Each board will have members who no longer play an essential role in advising the company. Unless they play another important function—soliciting donations, for example—they may be holding the board back. Take seriously asking these members to retire or not renewing their contracts when they expire.
5. Set term limits and put structure around bylaws. The “seat for life” tradition on many boards is a hindrance. Bylaws need to specify term limits, nomination dates, and expected member contributions as a means of supporting a regular and healthy turnover in membership. With strong bylaws, boards can rightsize as an ongoing, systematic process that doesn’t disrupt its functioning.
6. Recruit regularly. Finding members who fit the organization’s needs is not a passive exercise. Ongoing, targeted recruiting of members is essential to fill gaps, especially given the competition in the marketplace for difference-making board talent.
7. Rightsize regularly. Reassess the board’s size and suitability for meeting the organization’s needs every few years, as needs and the landscape change. Term-limit expiration dates serve as good opportunities to do this.
Think of right-sizing as akin to stepping on the scale in the doctor’s office. If the number is too low or high, it is not time to panic. However, a correction may be in order.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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1:00 - 5:00 pm
Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
Steve Rutan and Denise Harrison have put together an afternoon workshop that will provide the tools you need to address these concerns. They have worked with hundreds of executives to develop a systematic approach that will enable your team to make better decisions during strategic planning. Steve and Denise will walk you through exercises for prioritizing your lists and steps that will reset and reinvigorate your process. This will be a hands-on workshop that will enable you to think about your business as you use the tools that are being presented. If you are ready for a Strategic Planning tune-up, select this workshop in your registration form. The additional fee of $695 will be added to your total.
2:00 - 5:00 pm
Female leaders face the same issues all leaders do, but they often face additional challenges too. In this peer session, we will facilitate a discussion of best practices and how to overcome common barriers to help women leaders be more effective within and outside their organizations.
Limited space available.
10:30 - 5:00 pm
General’s Retreat at Hermitage Golf Course
Sponsored by UBS
General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
The golf outing fee includes transportation to and from the hotel, greens/cart fees, use of practice facilities, and boxed lunch. The bus will leave the hotel at 10:30 am for a noon shotgun start and return to the hotel after the cocktail reception following the completion of the round.
