Right and Wrong Times to Deal with Governance Issues
Boards of directors often end up taking time to deal with their governance issues, and learning, in the wrong places at the wrong times. Boards have a limited amount of time to do their work and if it’s not efficient and on track, they will end up taking up time meant for other activities, such as a strategic planning meeting, to try to address their governance issues. This is distracting and a poor use of time for those taking part and to the goals of the session.
Tim Harrington and Kevin Smith
We regularly use the metaphor of walking a tightrope for talking about what it means to work at the most efficient levels of strategic governance. Go too far in one direction and the board is too strong, taking over operations or micromanaging. Too far in the other direction is too weak, not keeping up with issues, and rubber stamping without proper oversight. Here’s the thing about tightrope walking – you have to tweak and adjust at every moment along the way. Good strategic governance is the same way, constant adjustment.