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Instructor
Ralph Ward
Across the world, business cultures have the important topic of board leadership exactly backwards. For most jobs, we vet candidates based on their experience, training and previous success for a position. Only after rising to the top through a tough winnowing process do we name the final candidate to the role. Over the past century, we’ve developed an infrastructure of business schools, MBA programs, professional certifications, and consultants to professionalize business leadership.
When it comes to serving as leader of a board of directors, however, it may just be because you own a majority position. You may be a retired chief executive, or current chief of the company. You may have business leadership experience but not necessarily any in leading board. You may be a friend of a friend, a relative, or a representative of a state ministry. But, whatever the culture, the economy, or the type of business, proven skill in leading and managing a board of directors is not what put you in that role at the head of the table.
Our program will change that. We examine the differing types of board leader, and explore the qualities that make someone effective in the role. What life and career skills should you seek in selecting a leader for your board? What are the top challenges of board leadership, and how do you master them? What goes into shaping a board chair job description? And how do you evaluate the person at the head of your board table?
Top corporate executives rise to their leadership positions through a long, tough competitive process of training, experience and achievement. But when it comes chairing a board of directors, none of these qualifiers apply. In truth, most board leaders come to the role without education or experience on this unique position. Too often the result is board mismanagement, boardroom disputes, inefficiency, poor decisions, and even legal liability.