Whether the CEO and Chair roles are separated, how many committees the board has, how many meetings are held each year and for how long—these are the kinds of procedural and architectural variables that many board watchers focus on. Even boards themselves sometimes get sidetracked debating these details. But they can’t afford to. These are not the issues that turn a board into a competitive advantage.
Decisions about board operations don’t require endless debate. Common sense and group dynamics should be the guide. Will the new slate of directors help the board add value and work well as a group? Does a separate Chair facilitate dialogue? Are directors up to speed in all the areas they need to be? Is the board ...