The board meeting was intended to introduce board members to the startup and identify top issues to address. During the meeting, each board member introduced themselves. An overview of the company was then presented, outlining the problem it aimed to solve and its business model. The board identified the top three challenges as team building, brand building, and protecting software intellectual property. For each issue, the board would determine actions to take before the next meeting.
This document outlines the steps for preparing minutes for meetings of a corporation's board of directors or other governing bodies. It recommends drafting an outline in advance, taking objective notes during the meeting, and preparing a complete first draft immediately after to capture all details while still fresh. It also stresses collecting and destroying all other notes and drafts after finalizing the minutes to leave only one approved record. The final signed minutes should then be properly filed and stored according to the company's document retention policy.
This document discusses the applicability of Secretarial Standards 1 and 2 to Tata Hitachi Construction Machinery Company Private Limited (THCM).
Secretarial Standards 1 covers board meetings and committee meetings, setting guidelines around convening meetings, circulation of agenda, quorum, attendance, and minutes. Secretarial Standards 2 covers general meetings, providing guidance on notice, presence of directors/auditors, proxy voting, and minutes.
Adhering to the Secretarial Standards brings benefits like uniform corporate practices, enhanced transparency, and strengthened corporate governance for THCM. Compliance with the standards is mandatory under the Companies Act for listed and other prescribed companies.
The Downtown Detroit Business Improvement Zone Board of Directors will hold their initial meeting on August 12, 2014. The agenda includes approval of bylaws and resolutions to elect officers, retain legal counsel, adopt an ethics policy, and authorize an administrative services agreement. Presentations will cover organization of the business improvement zone, compliance with the Open Meetings Act, and the proposed budget.
The document provides guidance on secretarial standards related to board meetings and general meetings as per the Companies Act 2013. It outlines the key requirements around notice, agenda, quorum, attendance and other procedural aspects that need to be followed for board and committee meetings. Electronic participation is allowed for certain non-restricted items if the facility is provided by the company. At least one board meeting needs to be held every quarter and independent directors must meet annually to review performance.
- The minutes summarize the first board of directors meeting of Everland Outdoor Sdn Bhd held on April 25, 2014. Key matters discussed include the incorporation of the company, appointment of the first directors and secretary, adoption of the memorandum and articles of association, appointment of an auditing firm, and opening of a bank account. Resolutions were passed regarding the appointment of additional directors and the chairman, location of the registered office, and financial year-end.
How to Run a Board Meeting: Sample Slide DeckJesus Rodriguez
The board meeting agenda includes: approval of previous minutes, a state of the company report on finances and metrics, and updates on sales, product, business development, marketing, and team. The sales update will cover goals, progress, and challenges. The product update similarly outlines plans, progress, and hurdles. Business development and marketing updates also review objectives, accomplishments, and issues needing attention. New hires and team challenges are discussed. Outstanding resolutions require board approval. An executive session closes the meeting before a summary.
Company Meetings
Outline
Kinds of company meetings
Statutory report
Meetings of board of directors
Procedure and conduct at general meetings
Company resolutions
Legal conditions of various forms of business organizations
KINDS OF COMPANY MEETINGS
Statutory meeting
Annual general meeting
Extra-ordinary general meeting
Statutory Meetings(Section 157)
First meeting of the members of a public limited company. It is held only once
It is held by every public limited company
limited by shares
limited by guarantee and
private company converted into a public company
Shall be held within a period of not less than 3 months nor more than 6 months
How meeting is convened ?
Annual General Meeting(Section 158)
Every company shall hold a general public meeting of its members every year
Notice of meeting
Place of meeting
Business to be conducted
Consideration and adaptation of the audited annual accounts of company
Declaration of dividends
The election of directors
Appointment of directors
Extra-Ordinary General Meeting(section 159)
“All general meetings other than annual
general meeting and statutory
meeting shall be called
extra-ordinary general meeting”
How the meeting is called?
What should be the purpose
of meeting?
Statutory Report(section 153(3))
Report which is sent by the Board of Directors to all members
Report shall be circulated 21 days before the statutory meeting
The statutory report shall be certified by not less than three directors
One of whom shall be the chief executive of company
Contents of Statutory Report
Brief account of the state of company’s affairs
Total number of shares allotted
Total amount of cash received
Names, address and occupation of directors
Particulars of contract and modification
Extent to which underwriting contacts have been carried out
MEETING OF BOARD OF DIRECTORS
Three ways for carrying out affairs of company by directors
Telephonic conversation
Circular resolution
Board meetings
In board meetings board should explain
Notice of board meeting
Restriction on power of directors
Quorum for board meeting
Minutes of board meetings
Procedure and Conduct at GeneralMeetings
The procedure of holding of general meeting is usually described in the articles of a company.
Company ordinance section 160 provisions related to conduct of company meetings:
Notice of meeting Conduct of business
Quorum Voting and poll
Chairman Voting by proxies
Adjournment of meeting Minutes of meeting
resolutions
Company Resolution
“An item is put before the members of a company in the form of a proposal if it is approved by majority it becomes a resolution”
Types of company resolution
Ordinary resolution
Special resolution
The board meeting was intended to introduce board members to the startup and identify top issues to address. During the meeting, each board member introduced themselves. An overview of the company was then presented, outlining the problem it aimed to solve and its business model. The board identified the top three challenges as team building, brand building, and protecting software intellectual property. For each issue, the board would determine actions to take before the next meeting.
This document outlines the steps for preparing minutes for meetings of a corporation's board of directors or other governing bodies. It recommends drafting an outline in advance, taking objective notes during the meeting, and preparing a complete first draft immediately after to capture all details while still fresh. It also stresses collecting and destroying all other notes and drafts after finalizing the minutes to leave only one approved record. The final signed minutes should then be properly filed and stored according to the company's document retention policy.
This document discusses the applicability of Secretarial Standards 1 and 2 to Tata Hitachi Construction Machinery Company Private Limited (THCM).
Secretarial Standards 1 covers board meetings and committee meetings, setting guidelines around convening meetings, circulation of agenda, quorum, attendance, and minutes. Secretarial Standards 2 covers general meetings, providing guidance on notice, presence of directors/auditors, proxy voting, and minutes.
Adhering to the Secretarial Standards brings benefits like uniform corporate practices, enhanced transparency, and strengthened corporate governance for THCM. Compliance with the standards is mandatory under the Companies Act for listed and other prescribed companies.
The Downtown Detroit Business Improvement Zone Board of Directors will hold their initial meeting on August 12, 2014. The agenda includes approval of bylaws and resolutions to elect officers, retain legal counsel, adopt an ethics policy, and authorize an administrative services agreement. Presentations will cover organization of the business improvement zone, compliance with the Open Meetings Act, and the proposed budget.
The document provides guidance on secretarial standards related to board meetings and general meetings as per the Companies Act 2013. It outlines the key requirements around notice, agenda, quorum, attendance and other procedural aspects that need to be followed for board and committee meetings. Electronic participation is allowed for certain non-restricted items if the facility is provided by the company. At least one board meeting needs to be held every quarter and independent directors must meet annually to review performance.
- The minutes summarize the first board of directors meeting of Everland Outdoor Sdn Bhd held on April 25, 2014. Key matters discussed include the incorporation of the company, appointment of the first directors and secretary, adoption of the memorandum and articles of association, appointment of an auditing firm, and opening of a bank account. Resolutions were passed regarding the appointment of additional directors and the chairman, location of the registered office, and financial year-end.
How to Run a Board Meeting: Sample Slide DeckJesus Rodriguez
The board meeting agenda includes: approval of previous minutes, a state of the company report on finances and metrics, and updates on sales, product, business development, marketing, and team. The sales update will cover goals, progress, and challenges. The product update similarly outlines plans, progress, and hurdles. Business development and marketing updates also review objectives, accomplishments, and issues needing attention. New hires and team challenges are discussed. Outstanding resolutions require board approval. An executive session closes the meeting before a summary.
Company Meetings
Outline
Kinds of company meetings
Statutory report
Meetings of board of directors
Procedure and conduct at general meetings
Company resolutions
Legal conditions of various forms of business organizations
KINDS OF COMPANY MEETINGS
Statutory meeting
Annual general meeting
Extra-ordinary general meeting
Statutory Meetings(Section 157)
First meeting of the members of a public limited company. It is held only once
It is held by every public limited company
limited by shares
limited by guarantee and
private company converted into a public company
Shall be held within a period of not less than 3 months nor more than 6 months
How meeting is convened ?
Annual General Meeting(Section 158)
Every company shall hold a general public meeting of its members every year
Notice of meeting
Place of meeting
Business to be conducted
Consideration and adaptation of the audited annual accounts of company
Declaration of dividends
The election of directors
Appointment of directors
Extra-Ordinary General Meeting(section 159)
“All general meetings other than annual
general meeting and statutory
meeting shall be called
extra-ordinary general meeting”
How the meeting is called?
What should be the purpose
of meeting?
Statutory Report(section 153(3))
Report which is sent by the Board of Directors to all members
Report shall be circulated 21 days before the statutory meeting
The statutory report shall be certified by not less than three directors
One of whom shall be the chief executive of company
Contents of Statutory Report
Brief account of the state of company’s affairs
Total number of shares allotted
Total amount of cash received
Names, address and occupation of directors
Particulars of contract and modification
Extent to which underwriting contacts have been carried out
MEETING OF BOARD OF DIRECTORS
Three ways for carrying out affairs of company by directors
Telephonic conversation
Circular resolution
Board meetings
In board meetings board should explain
Notice of board meeting
Restriction on power of directors
Quorum for board meeting
Minutes of board meetings
Procedure and Conduct at GeneralMeetings
The procedure of holding of general meeting is usually described in the articles of a company.
Company ordinance section 160 provisions related to conduct of company meetings:
Notice of meeting Conduct of business
Quorum Voting and poll
Chairman Voting by proxies
Adjournment of meeting Minutes of meeting
resolutions
Company Resolution
“An item is put before the members of a company in the form of a proposal if it is approved by majority it becomes a resolution”
Types of company resolution
Ordinary resolution
Special resolution
This document outlines strategies for building and maintaining an exceptional nonprofit board. It discusses evaluating current board members and identifying any gaps based on skills, networks, fundraising abilities, and diversity. A needs analysis and recruitment plan should then be created to fill those gaps. Key aspects of engagement include setting clear expectations, annual goals, committee roles, and giving/fundraising policies. Board performance and satisfaction should be regularly measured against goals through tools like a dashboard and annual survey to ensure continuous improvement. The overall message is that strong boards are critical to an organization's success and require intentional processes for member selection, engagement, and evaluation.
The Ultimate Guide to Building Your Board - by PursuantPatricia Brune
The document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the nonprofit's mission and can commit time. It recommends interviewing prospective board members to assess fit and asking them questions. The document also suggests onboarding new board members through orientation, matching them with a mentor, and providing a handbook to set them up for success in their board role.
This document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the organization's mission and have relevant skills and networks to contribute. The document recommends interviewing prospective board members to assess their fit and asking them about their qualifications, concerns, and expectations. It also suggests onboarding new board members through an orientation, matching them with a mentor, and providing a handbook to educate them. The overall message is that intentional efforts to recruit and onboard the right board members are crucial to a nonprofit's success.
The document provides an overview and orientation for a board of directors. It discusses the purpose of board orientation which is to share key information about the organization, focus on the strategic direction and mission, and encourage questions. It also outlines the organization's mission statement, goals, board responsibilities, committee structure, and important legal and risk considerations for board members.
The document provides an overview and orientation for a board of directors. It discusses the purpose of board orientation which is to share key information about the organization, focus on the strategic direction and mission, and encourage questions. It also outlines the organization's mission statement, goals, board responsibilities, committee structure, and important legal and risk considerations for board members.
This document provides guidance on effectively managing a board of directors. It discusses key roles and responsibilities of the board, chairman, and CEO. It outlines best practices for board governance including implementing board charters, conducting director onboarding, and establishing annual work plans. The document warns of common mistakes like over-reliance on the board for strategic leadership. It also provides tips for pre-meeting preparation, maximizing engagement and decision-making at meetings, and maintaining strong relationships with directors. The overall message is that properly governing the board allows it to serve as a valuable strategic resource to the organization.
Strategic planning use cases | Meeting facilitation | SME StrategyAnthony C Taylor
Why do strategic planning? Here are some use cases from our business strategy and strategic planning facilitation clients. Some of the key questions that we were able to answer for teams and the results that they received,
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
The document discusses recommendations for improving the advisory board and transitioning leadership at Northwest Security Services. Some key points:
1) The advisory board selection process could be improved by having Bob and Rex jointly evaluate candidates and implement a formal selection process with terms of engagement.
2) To avoid conflicts of interest, the board rather than family members should develop a formal dividend policy based on strategic goals, liquidity, payout ratios, and flexibility.
3) For equality, the same benefits should be offered to family and non-family employees, and non-family members should have management roles.
4) A smooth transition from Keith to Mike and Grant as managers should involve setting goals, communicating the changes, job
The document discusses the roles and responsibilities of a Board of Directors (BOD). It notes that a BOD is responsible for overseeing a company's activities and consists of a minimum of 3 directors for public companies. The key roles of a BOD include establishing vision/mission/values, setting strategy and structure, policymaking, decision making, and delegating to management. Responsibilities involve financial oversight, setting strategic direction, building community relationships, establishing ethics/compliance, and selecting/monitoring the CEO. BODs are accountable to shareholders but do not manage the company directly.
Slides from PreSeed Academy #21 - Jonas Gyalokay (Speaker 3 of 3)PreSeed Ventures
This document provides tips for maximizing value from a Board of Directors. It discusses:
1. Getting started with a Board by not overthinking composition and representing important departments;
2. Holding Board meetings with advance scheduling, pre-meeting discussions, and actionable minutes;
3. Engaging Board members outside meetings by asking for help, using them for negotiations, and delegating strategic initiatives.
The overall recommendations are to treat the Board professionally but also have fun, as members are ultimately there to support the organization.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering categories like industry experience, skills, and personality when evaluating potential board candidates. Key responsibilities of the board include setting policies, reviewing budgets, attending meetings, and participating in board development activities. The document also lists important components to include in a board member job description such as committee involvement, understanding strategic planning and finances, and community engagement.
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering five types of people for the board: a company veteran, spiritual advisor, reality checker, industry insider, and fun seeker. These individuals bring different strengths and perspectives. The document also outlines key components to include in a board job description, such as attending meetings, understanding policies and planning, and overseeing budgets. The overall roles of the board are to act as fiduciaries, establish goals, set policies, and oversee finances and management of the organization.
This document provides guidance and exercises to help enhance interview skills. It includes sections on pre-interview preparation such as developing career goals and a 30-second resume. During the interview, it offers tips on body language and how to answer common questions. Sample questions are provided for behavioral interviews. Case studies and articles give additional advice on topics like acing behavioral interviews and boosting interview skills. Overall, the document aims to equip job seekers with best practices for all stages of the interview process.
This document provides guidance to new executives on successfully transitioning into a new role during their first 90 days. It outlines five phases of onboarding: 1) Preparing for the first day through research and planning; 2) The critical first day, including meeting with the CEO and staff; 3) The first two weeks spent meeting key leaders and staff; 4) The first two months focused on developing strategy, structure and staffing plans; 5) The third month establishing department culture. Successful onboarding requires gaining alignment, building relationships, and developing plans while avoiding common mistakes like alienating others or focusing solely on results over relationships.
The document provides guidance for an incoming organization president's first 100 days in office. It emphasizes the importance of immediately beginning to work hard and successfully through developing a team, creating a plan, and advancing the organization's mission. The president is advised to identify benchmarks and communicate effectively to engage others in supporting the organization's goals. Overall, the document aims to help the new president start their term strongly and build momentum to last the entire year.
This document summarizes a presentation about recruiting and leveraging corporate board members for non-profits. It introduces the presenters - Kelly Dunphy, Mark Axelowitz and Gregory Boroff - and their relevant experience. The presentation covers relating to potential corporate board members, identifying suitable prospects, recruitment infrastructure, onboarding new members through orientation and engagement, and ensuring members are leveraged effectively.
This document provides an overview of a presentation on governance leadership succession planning. It discusses defining leadership succession and governance leadership succession. It emphasizes the importance of boards proactively planning for leadership transitions by profiling ideal future board members, identifying candidate pools, and providing development opportunities. The presentation recommends starting the process 12 months before known vacancies and ideally 2-3 years in advance. It also covers recruitment best practices, selection processes, and onboarding new board members to ensure governance excellence in the future.
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
This document outlines strategies for building and maintaining an exceptional nonprofit board. It discusses evaluating current board members and identifying any gaps based on skills, networks, fundraising abilities, and diversity. A needs analysis and recruitment plan should then be created to fill those gaps. Key aspects of engagement include setting clear expectations, annual goals, committee roles, and giving/fundraising policies. Board performance and satisfaction should be regularly measured against goals through tools like a dashboard and annual survey to ensure continuous improvement. The overall message is that strong boards are critical to an organization's success and require intentional processes for member selection, engagement, and evaluation.
The Ultimate Guide to Building Your Board - by PursuantPatricia Brune
The document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the nonprofit's mission and can commit time. It recommends interviewing prospective board members to assess fit and asking them questions. The document also suggests onboarding new board members through orientation, matching them with a mentor, and providing a handbook to set them up for success in their board role.
This document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the organization's mission and have relevant skills and networks to contribute. The document recommends interviewing prospective board members to assess their fit and asking them about their qualifications, concerns, and expectations. It also suggests onboarding new board members through an orientation, matching them with a mentor, and providing a handbook to educate them. The overall message is that intentional efforts to recruit and onboard the right board members are crucial to a nonprofit's success.
The document provides an overview and orientation for a board of directors. It discusses the purpose of board orientation which is to share key information about the organization, focus on the strategic direction and mission, and encourage questions. It also outlines the organization's mission statement, goals, board responsibilities, committee structure, and important legal and risk considerations for board members.
The document provides an overview and orientation for a board of directors. It discusses the purpose of board orientation which is to share key information about the organization, focus on the strategic direction and mission, and encourage questions. It also outlines the organization's mission statement, goals, board responsibilities, committee structure, and important legal and risk considerations for board members.
This document provides guidance on effectively managing a board of directors. It discusses key roles and responsibilities of the board, chairman, and CEO. It outlines best practices for board governance including implementing board charters, conducting director onboarding, and establishing annual work plans. The document warns of common mistakes like over-reliance on the board for strategic leadership. It also provides tips for pre-meeting preparation, maximizing engagement and decision-making at meetings, and maintaining strong relationships with directors. The overall message is that properly governing the board allows it to serve as a valuable strategic resource to the organization.
Strategic planning use cases | Meeting facilitation | SME StrategyAnthony C Taylor
Why do strategic planning? Here are some use cases from our business strategy and strategic planning facilitation clients. Some of the key questions that we were able to answer for teams and the results that they received,
Dynamic nonprofit boards play three key roles: shaping mission and strategy, ensuring leadership and resources, and monitoring and improving performance. Research found that while most boards see themselves as strategically guiding their organizations, less than half of directors can accurately summarize the organization's mission and vision. To be truly dynamic, boards must prioritize their efforts based on external factors and the organization's needs, and invest in continuous self-evaluation and improvement. Dynamic board members understand their responsibilities and define a valuable role by contributing expertise, networks, and financial support while avoiding common pitfalls like failing to learn about the organization.
The document discusses recommendations for improving the advisory board and transitioning leadership at Northwest Security Services. Some key points:
1) The advisory board selection process could be improved by having Bob and Rex jointly evaluate candidates and implement a formal selection process with terms of engagement.
2) To avoid conflicts of interest, the board rather than family members should develop a formal dividend policy based on strategic goals, liquidity, payout ratios, and flexibility.
3) For equality, the same benefits should be offered to family and non-family employees, and non-family members should have management roles.
4) A smooth transition from Keith to Mike and Grant as managers should involve setting goals, communicating the changes, job
The document discusses the roles and responsibilities of a Board of Directors (BOD). It notes that a BOD is responsible for overseeing a company's activities and consists of a minimum of 3 directors for public companies. The key roles of a BOD include establishing vision/mission/values, setting strategy and structure, policymaking, decision making, and delegating to management. Responsibilities involve financial oversight, setting strategic direction, building community relationships, establishing ethics/compliance, and selecting/monitoring the CEO. BODs are accountable to shareholders but do not manage the company directly.
Slides from PreSeed Academy #21 - Jonas Gyalokay (Speaker 3 of 3)PreSeed Ventures
This document provides tips for maximizing value from a Board of Directors. It discusses:
1. Getting started with a Board by not overthinking composition and representing important departments;
2. Holding Board meetings with advance scheduling, pre-meeting discussions, and actionable minutes;
3. Engaging Board members outside meetings by asking for help, using them for negotiations, and delegating strategic initiatives.
The overall recommendations are to treat the Board professionally but also have fun, as members are ultimately there to support the organization.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering categories like industry experience, skills, and personality when evaluating potential board candidates. Key responsibilities of the board include setting policies, reviewing budgets, attending meetings, and participating in board development activities. The document also lists important components to include in a board member job description such as committee involvement, understanding strategic planning and finances, and community engagement.
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering five types of people for the board: a company veteran, spiritual advisor, reality checker, industry insider, and fun seeker. These individuals bring different strengths and perspectives. The document also outlines key components to include in a board job description, such as attending meetings, understanding policies and planning, and overseeing budgets. The overall roles of the board are to act as fiduciaries, establish goals, set policies, and oversee finances and management of the organization.
This document provides guidance and exercises to help enhance interview skills. It includes sections on pre-interview preparation such as developing career goals and a 30-second resume. During the interview, it offers tips on body language and how to answer common questions. Sample questions are provided for behavioral interviews. Case studies and articles give additional advice on topics like acing behavioral interviews and boosting interview skills. Overall, the document aims to equip job seekers with best practices for all stages of the interview process.
This document provides guidance to new executives on successfully transitioning into a new role during their first 90 days. It outlines five phases of onboarding: 1) Preparing for the first day through research and planning; 2) The critical first day, including meeting with the CEO and staff; 3) The first two weeks spent meeting key leaders and staff; 4) The first two months focused on developing strategy, structure and staffing plans; 5) The third month establishing department culture. Successful onboarding requires gaining alignment, building relationships, and developing plans while avoiding common mistakes like alienating others or focusing solely on results over relationships.
The document provides guidance for an incoming organization president's first 100 days in office. It emphasizes the importance of immediately beginning to work hard and successfully through developing a team, creating a plan, and advancing the organization's mission. The president is advised to identify benchmarks and communicate effectively to engage others in supporting the organization's goals. Overall, the document aims to help the new president start their term strongly and build momentum to last the entire year.
This document summarizes a presentation about recruiting and leveraging corporate board members for non-profits. It introduces the presenters - Kelly Dunphy, Mark Axelowitz and Gregory Boroff - and their relevant experience. The presentation covers relating to potential corporate board members, identifying suitable prospects, recruitment infrastructure, onboarding new members through orientation and engagement, and ensuring members are leveraged effectively.
This document provides an overview of a presentation on governance leadership succession planning. It discusses defining leadership succession and governance leadership succession. It emphasizes the importance of boards proactively planning for leadership transitions by profiling ideal future board members, identifying candidate pools, and providing development opportunities. The presentation recommends starting the process 12 months before known vacancies and ideally 2-3 years in advance. It also covers recruitment best practices, selection processes, and onboarding new board members to ensure governance excellence in the future.
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Similar to 20 Steps to a Better 1st Board Meeting (20)
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
2. How can you make
the first board meeting of
the year effective,
engaging, and use it to set
the stage for a great year?
3. Every board begins the new year with
plenty of excitement, anticipation, and
passion around the cause.
You and your team worked hard identifying new
candidates, qualifying, interviewing, and recruiting
them onto the board. And now here they are, all
sitting around the boardroom table looking at you
as your first board meeting begins. They are
looking for direction, for purpose, for leadership.
What should you do?
4. How you can make 2016 your agency’s best
year ever?
How can you get your new board up and
running quickly and operating like a well-
oiled machine? Effective nonprofits always
have effective boards. I am convinced that if
a nonprofit agency is not making the impact
it wants, it is usually due to an ineffective,
underperforming board.
5. Many new directors were just
recently elected.
With a new role often comes confusion
about what the individual and team are
supposed to do. Since new directors may be
reluctant to get engaged quickly, I want to
provide you with insight on how to set the
stage for success at the first board meeting
of the year.
6. 1. Every board member needs to know
exactly what is expected of them, both
individually and as a part of the board.
The two most important things to
remember are these:
2. Every board member needs to
understand the processes, protocols or
practices, of the board, and be familiar
with the cultural style of the board itself.
7. There are several
topics you should
cover at this first
board meeting to
insure your board
gets off to a strong
united start as
quickly as possible.
The
Kickoff
List
8. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
1. Discuss what worked very well last
year and should be retained in the new
year. What failed and needs to be
changed in the new year.
2. Were there any ”lessons learned”
from last year that the new board should
be told?
9. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
3. Get them engaged quickly. Assign each
director to at least one committee and
appoint experienced boards members
with leadership skills as chair.
4. Have the board chair and Executive
Director discuss the plan of how to
conduct business and operate, protocols
to be followed, etc.
10. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
5. Review the purpose of each
committee and what major issues it has,
or may face this year. Be sure to include
meeting dates, expectations, and
protocols.
6. Review benchmarks, standards, and
attendance requirements (or expectations).
11. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
7. Review your expectations of the
directors individually and as a whole.
8. Review board vs. staff roles and
position descriptions, especially if there
have been challenges with overlap or
boundaries in the past.
12. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
9. Review expectations for the coming
year — goals, strategy, and metrics used
for measuring success and progress.
10. Review director job descriptions and
important dates like board and
committee meetings, board retreats,
major events, etc.
13. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
11. If your agency is evolving from a start up to
an established one, discuss how board duties
shift from a startup (where it’s all hands on deck)
to a bigger nonprofit, where it provides more
oversight, allowing the staff to take over most
operations.
12. Review important concepts like Mission,
Vision, Values, key strategic initiatives, conflict of
interest, fund-raising duties, meeting attendance
and preparation, fiduciary duties, accountability,
risk management, and other important items.
14. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
13. Ask directors to describe what an
effective board looks like and how it
operates. Be sure to incorporate these
ideas into your processes.
14. Ask directors to provide examples of
what they feel are appropriate
board best practicesfor the agency to
follow.
15. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
15. Decide how decisions will be made.
Will the basis be by consensus, majority,
plurality, or unanimously, or might
different level issues be decided using a
different criteria?
16. Discuss your intent to stay in touch
periodically thru breakfasts, lunches,
phone calls, etc.
16. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
17. Remind them to be looking for
specific type board candidates to fill next
year’s slate, based on directors whose
terms are expiring that year.
18. Confirm board mentor/mentee
assignments. Pair new board members
with those that have been around
longer, to help the on-boarding process.
17. 20 Critical Elements to Include
at Your 1st 2016 Board Meeting
19. Share with them any issues you
specifically want their help with in the
coming year.
20. Ask for feedback of your prior year
performance or provide the board with
your action plan in response to your
recent review.
18. While it may be difficult to include all of these 20 items in
your first board meeting, you will find that if you follow this
list, you will see impressive results from your board of
directors, in far less time.
New team members want to know what is
expected of them, how they fit into the
organization, and what they can do to
make a difference.
19. Does your new board have what it takes
to push your nonprofit to the next level?
Find out, with the Break Through quiz.
20. This presentation is
To read the full article about
1st board meeting success
and to get free resources, visit
TomOkarma.com
20 Critical Elements to Include
at Your 1st 2016 Board Meeting