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Board of Directors blog posts focus on how to be a successful board member, how to establish governance priorities and best practices. They also cover specific issues pertaining to employee stock ownership plans (“ESOP”) owned companies as well as other issues that are relevant to directors’ boards generally.

Good governance is when the board is curious, engaged in the bigger objectives of the company, and able to function in the wider world or market where the company wants to have impact. It also means that the board is encouraged to speak up when issues arise and is coachable. It’s a system that is able to balance power in a precise way. Unfortunately it isn’t always working well.

It could be due to a lack of interest, the organization’s culture or their own personalities Board members often are disengaged and bored. Some board members don’t know what their job is. Others are aware that they’ren’t performing at the top of their game.

This article is directed at the second group, those who have been offered or are taking seats on governance boards and have difficulty being productive and active. This isn’t a riff on Johns and Daves this is a direct reflection of the pathway to board posts (and other C-level roles). The post offers some fundamentals to help change the game. The diversity of thought is usually achieved through different genders, ages, and ethnicity, education, context and experiences.