Board of Directors blogs focus on how to become a successful board member and how to establish governance priority and best practices. They also address specific issues for employee stock ownership plans (“ESOP”) owned companies and other topics relevant to directors’ boards in general.

Good governance is when the board is curious, genuinely interested in the bigger visions of the organization and fluent in the global or market in which the company would like to make an impact. It also implies that the board is encouraged to speak up when issues arise and is coachable. It’s a clear structure that balances power. However, it doesn’t always work.

Many people who sit on boards are bored and unengaged. This could be due to a lack of interest, the culture within their company or even their personal personalities. Some board members aren’t sure what their job is. Others are aware that they’re not performing at the top of their game.

This article focuses on the second group, those who have been offered or are taking seats on governance boards but have difficulties being productive and active. This isn’t a critique on Johns and Daves but rather a reflection of the path to board positions (and C-level roles). The article outlines the necessary elements to alter the game. Diversity of thought is often achieved through the differences in gender, age and ethnicity, upbringing, context, and experience.

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