¿Cómo puedes mejorar el proceso de evaluación de tu junta directiva?

One of the core requisites for evaluation is a clear documentation of the statutory requirements set out in law and by-laws. Fiduciary duties are set out in law for a company. The Memorandum & Articles that set out the company's by-laws are also important. Questions to consider are: - Are there members with specific responsibilities that require a tailored evaluation? - Do provisions exist for sub-committees? - Records of absences / attendance? Generally, assessing each member's execution of their fiduciary duties should also cover:- - Assessment of demonstrable oversight. - Evidence of a healthy tension between the board and management in their review of KPIs & goals. - Competence in decision-making. - Participation in annual training.

Es importante establecer expectativas claras para cada miembro de la junta y definir roles y responsabilidades específicas, asegurándose de que cada miembro entienda las expectativas y contribuciones esperadas.

Não há que se falar em avaliação sem domínio do negócio e "regras de jogo" internos. A partir daí, auditá-los para verificação de conformidade e ajustes, caso necessário.

primer paso importante establecer los objetivos plantaeados por la junta (empresa) definir roles y responsabilidades, para definir un proceso adecuado en base a los objetivos, asegurándose de que cada miembro entienda las expectativas y contribuciones esperadas que permitan establecer ideas claras y procesos bien definidos.

focus on clear objectives, establish a feedback mechanism, conduct regular reviews, seek diverse perspectives, benchmark against industry standards, provide training opportunities, assess board composition, foster effective communication, consider an independent facilitator, and implement follow-up action plans based on evaluation findings.

Define Clear Objectives: Set specific goals for what the board evaluation should assess, such as governance effectiveness or strategic decision-making.

Having a tailored, designed, known and discussed evaluation process is not important. IT’S VITAL! When definig how the board will be evaluated it is imperative that the model adopted doesn’t play against the one used to evaluate the whole organization. Evaluating properlly the board is in fact one important way to create and diffuse this kind of culture. On the other hand, not having all criteria well desingned and clear for the hole organizatio will probably generate a feeling of a benevolent evaluation, wich will perpetrate all other evaluations.

Before you dive into evaluating your board, think about what you really want to achieve. What areas should you focus on? What standards do you want to meet? What outcomes and actions do you hope to see? By setting clear goals, you can make the evaluation process fit your needs and avoid a one-size-fits-all approach. It's about shaping your evaluation to be meaningful and purposeful, not just ticking boxes.

- While working as an administrator with Toyota Kenya I learned that you need to get the people and skills mix first. Review the makeup of your board to check that it consists of a diverse and expert range of voices. This provides fresh insights, enhanced decision making and improved problem solving ability. - Once my mentor told me that "culture is the bedrock of any success". Board members should be willing to listen, open to change and be prepared to challenge established thinking. New members should understand the organisation's mission, history and challenge. - Over the years I have found it helpful to streamline and secure board work processes. Efficiency is key to a high performing board.

This is done mostly by establishing key performance indicators, a balanced score card approach by training and benchmarking. Adaptability and peer preview is very important as well

Structured Evaluation Tools: Use formal tools like questionnaires or scorecards for a consistent and comprehensive evaluation of board performance. External Facilitation: Employ an external consultant to ensure unbiased feedback and introduce best practices from other organizations. Regular Evaluations: Conduct evaluations consistently, preferably annually, to track progress and identify areas for improvement. 360-Degree Feedback: Gather feedback from various sources, including board members, employees, and stakeholders, for a holistic view of the board’s effectiveness.

Navigate the labyrinth of board evaluation methods – surveys, interviews, peer reviews, and external guides hold the keys. Each avenue carries its own shadows and light, shaped by objectives, budget, time, and culture. Choose your method wisely, aligning purpose, context, and maturity level. Seek honesty in anonymity or external guidance for candid feedback. Foster dialogue through interviews or peer reviews to sculpt a path that resonates with your unique journey.

Not having a script with the questions can be a good strategy. Dealing with the process of evaluating the board as if it was some kind of a dialog, having space to discuss ideas and not questions or answers may be an assertive strategy! If you aim to have this kind of strategy, don’t loose your time writing question to ask. Instead, write questions you need to find the answers.

Begin by gathering comprehensive feedback from various sources. This can include self-assessments by board members, evaluations by the CEO or management, and feedback from external stakeholders. Utilize a mix of surveys, interviews, and observation techniques to gather diverse perspectives.

Mejorar la evaluación de una junta directiva implica un proceso detallado y reflexivo. Inicie adaptando los criterios de evaluación para que reflejen los objetivos y estándares de gobernanza específicos de su organización. La recopilación de datos es crucial. Utilice una combinación de autoevaluaciones y evaluaciones externas para obtener una visión integral. Las encuestas y entrevistas, complementadas con métricas de rendimiento, ofrecen una perspectiva detallada de la efectividad de la junta. Una vez recopilados los datos, organice una reunión dedicada para discutir los hallazgos. Desarrolle un plan de acción concreto. Este plan debe incluir objetivos claros, roles y responsabilidades específicas, y cronogramas definidos.

Design the Evaluation: Tailor the evaluation criteria to align with your organization's goals and governance standards. Opt for a mix of self-assessments and, if needed, external evaluations. Gather Data: Use a combination of surveys, interviews, and performance metrics to collect comprehensive feedback from all board members, and potentially include insights from senior management. Discuss Results in a Dedicated Meeting: Host a focused session for board members to review and discuss the evaluation findings. Ensure an open and respectful atmosphere for constructive dialogue. Develop an Action Plan: Based on the discussion, create a clear action plan with specific objectives, assigned roles, and timelines for addressing identified issues.

Let your board evaluation be a dance with time, a perpetual rhythm of learning and enhancement. Tune into the melody of improvement, regularly refining your steps. Invite the voices of your board and stakeholders, seeking whispers of wisdom on how to amplify effectiveness and value. Like a well-loved story, update your plot – objectives, methods, questions, and criteria – adapting to the evolving tale of your board and organization. In this ongoing choreography, ensure that your board evaluation remains a relevant, meaningful, and impactful performance.

One thing I will consider first is the body language of the board. Does the board want to improve in the first place. In a world of narcissists and self-preoccupied people it takes a miracle to see the need for improvement first before talking about steps to achieving that improvement. My 2 cents....