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Best Practices in Board Evaluation and Director Evaluation

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Beverly Behan

What makes the difference between your board evaluation being effective - or not. Key issues in implementing individual director evaluation.

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Best Practices in Board Evaluation and Individual Director Evaluation The Canadian Society of Corporate Secretaries 11 th Annual Corporate Governance Conference August 23 – 26, 2009 St. John’s, Newfoundland and Labrador Beverly A. Behan Columnist: “The Boardroom”, BusinessWeek.com President: Board Advisor, LLC - New York Date: August 25, 2009
What Is an Effective Board? ,[object Object],[object Object],[object Object],[object Object]
High-Performing Boards…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Agendas Information Composition
High-Performing Boards…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Board Committees Key Processes
High-Performing Boards…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CEO Relationship Dynamics Leadership
In the US, High-Performing Boards are Rare ,[object Object],% Who Rated Their Board Private Companies (329 Directors) Public Companies (703 Directors) Highly Effective 16.2% 20.2% Effective 46.7% 60.1% Somewhat Effective 29.6% 15.6% Ineffective 7.6%
Degree of Board Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],The “ Engaged” Board The “ Passive” Board The “ Operating” Board The “ Intervening” Board The “ Certifying” Board ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Building Better Boards, Jossey-Boss 2006
Board-Building Model Taking Stock of the Board Board Roles, Expectations and Level of Engagement Board Composition Board Agendas & Meetings Board Structure Board Climate/Dynamics Create Value-Added Engagement Assess Quality of Engagement Source: Building Better Boards, Jossey-Boss 2006 Board Information Board Processes Board Leadership
Board Evaluation
Board Evaluation: A Best Practice Around the World ,[object Object],[object Object],[object Object],[object Object]
A Best Practice in Canada - and a TSX Guideline ,[object Object],[object Object],[object Object],[object Object]
Most Board & Director Evaluations are Ineffective ,[object Object],% Who Rated Their Board & Director Evaluations Private Companies (329 Directors) Public Companies (703 Directors) Highly Effective 9.3% 15.6% Effective 25.4% 42.1% Somewhat Effective 36.9% 33.9% Ineffective 28.4% 8.4%
How to Avoid This Happening to YOU ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Choosing a Methodology/Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Surveys On a scale of 1 - 5 indicate the extent to which you agree with each statement: ,[object Object],[object Object],[object Object],1= strongly disagree 5 = strongly agree 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Interviews ,[object Object],What was the most significant decision this board made in the past year? If you could change one thing about this board, what would you change – and why? What do you see as the board’s most important priorities over the next 6, 12, 18 months? How would you describe the working relationship between the board and the CEO? What are the major risks facing this company?
Focus Groups ,[object Object],[object Object],[object Object],[object Object]
Other Design Factors to Consider ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What do you do with the feedback? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ We Had No Issues” ,[object Object],[object Object],[object Object],[object Object],[object Object]
True Case Study ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Two Top Issues that Arise in Most Board Evaluations: CEO Succession Planning Board Engagement in Strategy
1. CEO Succession Planning
CEO Succession Planning ,[object Object],% Who Rated Their Board on CEO Succession Planning Private Companies (329 Directors) Public Companies (703 Directors) Highly Effective 8.9% 11.3% Effective 30.2% 37.7% Somewhat Effective 31.3% 35.3% Ineffective 29.5% 15.7%
Emergency CEO Succession Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CEO Succession Planning Model Corporate Strategy Develop Future CEO Criteria Assess Internal Candidates Against CEO Role Profile Select New CEO Develop CEO Transition Plan Develop Plans for Internal Candidates Assess Internal vs. External Candidates Corporate Culture Business Model
2. Board Engagement in Strategy
Board Engagement in Strategy SWOT (Strengths, Weaknesses, Opportunities, Threats) Strategic Alternatives Strategic Choice Strategy Implementation Where most CEOs Engage their Boards On Strategy Optimal Point to Engage Board On Strategy
Individual Director Performance and Evaluation
The Best Directors Play Two Distinct Roles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Building Better Boards, Jossey-Boss 2006
Types of Problem Directors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individual Director Evaluation: Methodologies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individual Director Evaluation: Methodologies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individual Director Evaluation: Key Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Individual Director Evaluation: The Key ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],:
Questions and Answers/Discussion
Beverly A. Behan ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Best Practices in Board Evaluation and Director Evaluation

  • 1. Best Practices in Board Evaluation and Individual Director Evaluation The Canadian Society of Corporate Secretaries 11 th Annual Corporate Governance Conference August 23 – 26, 2009 St. John’s, Newfoundland and Labrador Beverly A. Behan Columnist: “The Boardroom”, BusinessWeek.com President: Board Advisor, LLC - New York Date: August 25, 2009
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  • 8. Board-Building Model Taking Stock of the Board Board Roles, Expectations and Level of Engagement Board Composition Board Agendas & Meetings Board Structure Board Climate/Dynamics Create Value-Added Engagement Assess Quality of Engagement Source: Building Better Boards, Jossey-Boss 2006 Board Information Board Processes Board Leadership
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  • 22. Two Top Issues that Arise in Most Board Evaluations: CEO Succession Planning Board Engagement in Strategy
  • 23. 1. CEO Succession Planning
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  • 26. CEO Succession Planning Model Corporate Strategy Develop Future CEO Criteria Assess Internal Candidates Against CEO Role Profile Select New CEO Develop CEO Transition Plan Develop Plans for Internal Candidates Assess Internal vs. External Candidates Corporate Culture Business Model
  • 27. 2. Board Engagement in Strategy
  • 28. Board Engagement in Strategy SWOT (Strengths, Weaknesses, Opportunities, Threats) Strategic Alternatives Strategic Choice Strategy Implementation Where most CEOs Engage their Boards On Strategy Optimal Point to Engage Board On Strategy
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