Evaluating Your Board of Directors

Ralph Ward is an internationally-recognized speaker, writer, and advisor on the role of boards of directors, how “benchmark” boards excel, setting personal boardroom goals, and the future of governance worldwide. 

Ward is publisher of the online newsletter Boardroom INSIDER, the worldwide source for practical, first-hand advice on better boards and directors (www.boardroominsider.com). He also edits The Corporate Board magazine (www.corporateboard.com) the nation's leading corporate governance journal, with corporate subscribers are directors and senior officers across the U.S. and in 27 foreign countries.

He is author of five acclaimed books on board and governance for today’s corporate boards, the challenges they face, and the answers they need to excel: Board Seeker: Your Guidebook into the Corporate Boardroom (2018) • Boardroom Q&A (2011) • The New Boardroom Leaders (2008) • Saving the Corporate Board (2003) • Improving Corporate Boards: The Boardroom INSIDER Guidebook (2000) • 21st Century Corporate Board (1997)

“You can’t improve what you can’t measure” applies to boards of directors as much as any other area of business. Here is a step-by-step plan for evaluating your board and its members, and then putting the results to work for improvement.

For most jobs, we vet candidates based on their experience, training and previous success for a position. But when it comes to serving as leader of a board of directors, though, you may own a majority position. You may be a retired chief executive or current chief of the company. You may be a friend of a friend, a relative, or a community leader. You may have business leadership experience, but not necessarily any in leading aboard. Yet solid skill in leading and managing a board of directors is crucial for organizational success.

Learning Objectives

  • Gain a step-by-step evaluation outline you can put to work immediately
  • Build a skills matrix of the talent your board has (and assess the talent it needs)
  • Here is how most boards blow it on evaluation (and what to avoid)
  • Learn these tips that prompt board members to really open up when evaluating

Who Should Attend

  • Board chairmen
  • Corporate secretaries and general counsel
  • Chief executives
  • Family business owners
  • Non-profit leaders
  • $155.00