Sir John Tusa, a former BBC executive, has written a guide based on his extensive experience being a member of the board or chairman for 26 years in the UK and American organizations.
7 board assignments stretched between 1988 and 2018 are presented with openness and a critical eye. Sir Tusa is not shy to admit his failures or successes for that matter.
Each assignment finishes with his own “ Reflections ‘ on the mandate.
In the end, the Author offers his ‘Reflections on Reflections’, an honest and humble wrap-up of his board experience.
You will be better off reading this book (link here). But if you do not have the time, juggling full throttle between your executive and business requirements, I put together some excerpts, trying to group these nuggets of experience into relevant themes.
While most of the text below is quoted, some words may have been altered to allow the quote to work independently.
‘Members of the board should not be made of “good old boys” or “old chums”. They should be chosen with a view that one of them is capable of becoming President of the Board in due course.’
‘Board members should know why they have been invited to join the Board and how they might best contribute.’
‘Just because other board members are distinguished it doesn’t mean you have no role to play.’
‘Take time over appointing a chairman or a director. Lots of time. Don’t appoint until you know you have the right person.’
‘Ensure chairman and director are compatible. Make one-to-one discussions between the future chairman and director part of the appointment process.’
‘If the chairman and director are incompatible, think hard about starting again.’
‘The departing leader should generally not be involved in choosing the successor.’
‘A successor to the leadership position is unlikely to be identified in a single interview. Take time to examine the candidate deeply. The consequence of a decision taken in an hour or two will leave with you for years.’
‘If an appointment is not working, act speedily to agree on a change.’
‘Boards should be watchful over who they appoint and judge realistically if the chairman and chief executive fit.’
‘When the time comes to appoint a new chairman or director, consider whether new terms of reference for each position should be drawn up. Does an opportunity exist for a change in direction?’
‘Boards should ensure that the chief executive they appoint can address the immediate needs of the organization.’
‘A board should not appoint a chief executive who holds the board in contempt or is reluctant to be held to account.’
‘Delays are the best course of action if there are doubts as to the suitability of a candidate.’
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