![[PHOTO] Light streaming through a key hole illuminating an old iron key.](../images/ph_findings.jpg)
(Originally presented as 'A Simple (not simplistic) Assessment of Your Board'.)
Answer each question with examples. If you can't recall excellent recent examples the answer is 'No'.
Can each director clearly articulate the most critical strategic initiatives?
Does each strategic initiative profit from the input of at least two directors?
Does the board govern by continually challenging every significant facet of operations - its business model, strategies and underlying assumptions; operating performance; and leadership development - while not undermining management's running of the business?
Does the board comprise an energetic balance of dynamism, fortitude, acumen, judgment, courage and foresight?
Are there more than three directors with direct ties to the company on the board?
As warranted does the board distance itself from the CEO, and overall company objectives, to drill down on specifics without turning the CEO relationship into an adversarial one?
Are the value, advice, capacity and judgment of all directors tested?
Is the board, by itself, a sustainable competitive advantage?
Are outside directors experienced in areas as ambitious as those contemplated by strategy and challenges yet to come?
Does the board press for continual improvement, setting a tone for senior management that reverberates throughout the organization - to employees, customers, shareholders, suppliers and the community?
Are actions taken with measurements for the formal board evaluation findings?