Aprio News

With our thanks, we rebroadcast this blog by respected thought-leader Deedee Myers, CEO of DDJ Myers, which offers strategic planning support, succession planning, leadership development and board support to financial organizations. Boards across the industry realize that the levels of engagement and competencies of the past will not satisfy the future needs of the organization. The change they are seeking will not be satisfied with just a new assessment, tool, or technique;

What can you do when the results from your board evaluation or direct assessments come in low? Across North America, boards have made strides in routinely assessing individual director competencies in financial literacy, leadership and risk, compliance and security and operating legislation. Doing annual board evaluations has become essential to demonstrate strong board performance and to score well on corporate governance evaluations and board examinations. Trouble is, even though more and more

Being on a board can feel like living in a fishbowl. Disclosure requirements continue to amp up and there’s a shift underway to what Harvard Business Review describes as transparent business leadership. External voices and views, including those of board directors, now must hold businesses to higher account. It’s not enough to bravely trust that the CEO and board chair are sharing full information – you need to actively ensure that you are informed