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Free Ebook , by B. Joseph White

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, by B. Joseph White

Free Ebook , by B. Joseph White

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Product details

File Size: 1107 KB

Print Length: 273 pages

Publisher: Berrett-Koehler Publishers; 1 edition (August 18, 2014)

Publication Date: August 18, 2014

Sold by: Amazon Digital Services LLC

Language: English

ASIN: B00K5WB5CU

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#884,722 Paid in Kindle Store (See Top 100 Paid in Kindle Store)

Do you serve on a Board of Directors, or are you considering a Board appointment? You would do well to consider author Professor Joseph White’s insights, gathered from his experiences on the Boards of listed, unlisted companies and non-profit organizations. Since Boards are ultimately responsible for the organization, Directors need to be clear as to what effective Board membership entails.“How a person approaches Board service and thinks about the role of Director really matters,” White explains. The performance standards of Boards of for-profit organizations is economic value creation for owners, over the long-term. For non-profit organizations, the performance standard is the achievement of the organization’s mission through the efficient use of resources.Directors have fiduciary duties. This is the duty of loyalty and care required of a person to whom property or power is entrusted, for the benefit of someone else. That is why we talk of “serving” on a Board.In the case of a non-profit organization, “loyalty” is to the mission of the organization, and in the case of a for-profit company, loyalty is to the shareholders who own the company. The duty of loyalty requires that Directors put the interest of the company above their own.The duty of “care” is to ensure the highest level of performance, in perpetuity – for ever! The “care” required of Directors is no different to that one would apply to one’s own business. This starts with a deep understanding of the entity being governed - too often lacking among non-executive Directors.A very significant, but often ignored factor is the Board responsibility to maintain control of the organization’s destiny, so others are not able to through a hostile takeover, or others do not have to because the organization is failing.The Board’s task is to govern; management’s task is to manage. Directors must not manage. “One good description of the Board’s proper role is nose in, fingers out,” White observes.“Boards That Excel” provides a top-ten list of the duties for a Board. I will focus on only a few.The Board is to set the tone of the organization by establishing high-performance aspirations. The Board does this through the people they appoint, and the actions they take. “Board work is,” White asserts, “work.” The Director’s diligence and conduct in their Board work strongly influences this tone.The appointment of an excellent leader is another Board duty. When the Board gets the CEO appointment right, organizational success is possible. When the Board gets this appointment wrong, performance suffers. The right CEO is a person who has “the smarts to develop a good game plan and the skills to execute it successfully”. Since character cannot be delegated, this is a CEO prerequisite. White suggest: “Warm as toast and tough as nails.”Ensuring that there is deep succession planning, is part of the Board’s duty. In rock-solid American companies such as Caterpillar, Procter & Gamble, and UPS there is always “a smooth succession of strong internal candidates who accept the baton in the relay race of leadership, then provide the requisite mixture of stability and change to maintain the strength of these iconic companies,” White notes.Strategy formulation happens at the boundary of the Board of Directors and senior management, and stops when it is done. Strategy execution is solely the responsibility of management.It is a key, (but often mistaken as the only) duty of the Board, to ensure the quality of financial reporting and the effectiveness of internal controls. As such, the financial smarts of Directors will enable the Board to be vigilant, and must be a pre-requisite for all Directors, not only those on the audit committee. Accounting is the language of business, and all Directors need to speak it.Added to these duties is that of overseeing enterprise risk, and being vigilant about capital investments.In my experience, the Board’s duty of assisting management in “uniquely useful ways” is too often overlooked. It really is lonely at the top, especially in difficult times and situations. Management often needs an accessible testing ground for new ideas and issues, and a safe place to share concerns. Most Directors want to, and can be helpful to management, but need to understand the sensitivities in giving advice.White cites three methods for keeping a Board from going stale.One is Board evaluation, which can be conducted in writing or through interviewing. It offers each Director an opportunity for self-reflection, opinion on co-Directors’ performance and, most especially, on the functioning of the Board as a group.Second is education. This should be ongoing for the whole Board on matters relating to the industry or the organization, for example. Education could also be specific to individuals to hone a skill which would improve their Directorial functioning.Finally, there is renovation. “No matter how good its evaluation and education processes, every Board needs fresh infusions of talent from time to time,” White explains.There is the value to any organization of having a fully functioning group of well-chosen people at the top, guiding its affairs. Boards don’t excel by accident; they excel because they take their task very seriously, and reading this book could add significantly.Readability Light --+-- SeriousInsights High +---- LowPractical High -+--- LowIan Mann of Gateways consults internationally on leadership and strategy

Joe Whites book will be an excellent resource for members of all boards - regardless of size, sophistication, length of service, for-profit or non-profit. The book provides a textbook approach regarding the roles and responsibilities for board members and does so in an entertaining and engaging way that makes it very readable and easy to contextualize to specific personal situations

Joe White's "Boards That Excel" is an insigthful view of the best corporate practices for current directors of public, private and non profit corporations, and a must read for all first time board members. Professor White's long time board service of large public and private boards reinforces his judgment for driving growth and profitability in this challenging regulatory environment.

Excellent guide offering pragmatic experiencesfor understanding the appropriate approach to governance.

This is a MUST read for anyone who offers services to private companies at the highest executive level as well as those who serve on boards, or think they may want to. I found it compelling and difficult to put down, almost like an intriguing novel. Joe White's personal stories of lessons learned from his experiences with owners of very successful private companies and with other good and "not-so good" board members is really SHARED WISDOM communicated in a mentoring manner to anyone who wants to be reflective and improve themselves to serving others. There are some GREAT life lessons woven throughout the entire book. Get it. Read it. Use it. Serve others! A great business gift.

"High aspirations and strong results" are the bookends of great governance according to the observations and experience of author B. Joseph White. White, President Emeritus, the University of Illinois, and Dean Emeritus, Ross School of Business, University of Michigan, has served on numerous boards over the course of his career. The range of organizational diversity includes public and private corporate boards and many non-profit boards including Argonne National Laboratory and the National Merit Scholarship Corporation.White's book, "Boards that Excel," and that of global business consultant, Ram Charan, "Boards that Lead" are also bookends... on the "how" boards need to know so they can lead and excel. Charan has noted that 50% of today's boards are dysfunctional. Both White and Charan believe boards fail because they do not understand their role, do not understand human behavior, lack process, are underutilized, and/or do not work together. As a result, they cause billions of dollars of lost value to the organizations they serve.In "Boards that Excel," White provides insights and multiple check lists for board members and their boards to use as they perform their consequential and difficult task...of board governance. At first glance, this book may appear to be formulaic providing information on the role of a board member and the responsibilities of a board. It is not. It is much, much more. "Boards that Excel" is abundant with White's insights on the "glue" that integrates great governance and top performance.There are the expected sections on the need to understand one's board role, how to measure board performance, what to look for when filling a board seat; on the need to understand the enterprise, its culture, and team-at-the-top; the need (and how) of process and to do the right things; and the emerging orthodoxy of "good governance," but there is much more. The "glue" is what separates this from other books on board governance. It is threaded throughout the book with observations and case studies that highlight the nuances relating to successful execution on achieving high aspirations and delivering strong results. Subject areas include: the organization as a human community; the importance of tone, trust, coaching, and "tough love"; financial literacy; monitoring and oversight; board diversity (not the way we generally think about it); reciprocal board member accountability and how to achieve it; the role of great questions and listening; succession; dealing with dysfunction; system 1 and system 2 thinking and when they apply; and much more.These topics and the section on "Other Voices" are bound to satisfy, even the most experienced and savvy board participants. In "Other Voices," White asks an experienced and diverse group of board members (Sam Zell, Tom Siebel and many more) the following questions:1. What is your philosophy or set of guiding ideas about governance?2. What do you expect of the board and individual directors?3. What constitutes great governance?4. What are the qualities that make for an excellent director?5. What are the shortcomings and weaknesses you have seen in directors? (not understanding the culture, inattentive, willing to be misled, do not understand business, called to serve themselves, dominate conversations, lazy thinking, trying to take advantage for themselves or friends, lack of common courtesy and respect, and more)6. What are the danger signals that you watch for in the board? (Lack of transparency, doubletalk, hiding employees from the board, financial discrepancies, and more)7. What advice do you have for new directors? (get to know the other directors, learn the culture, listen and learn, and more)8. What do you think of the governance reforms of recent years? (Some feel they are positive, others feel less so)Board checklists that readers should find of interest and useful, include:* Questions to ask when considering a board opportunity.* Ten pieces of advice to directors.* Ten pieces of advice for the board.* A quality control check list for decision-making.* Four steps on adopting a behavioral strategy to de-bias board decision-making.Board work can be a deeply satisfying experience, one in which you will grow and have an opportunity to create great value for shareholders, business owners, stakeholders, employees, and society. White's hope is that those who do serve will find this book as a help in becoming better stewards of the enterprise with which they are entrusted. "We will all be better for it.""Boards that Excel" is a must-have for those wanting to serve, those serving, and for entire boards. There is a real vacuum today in board leadership across all types of organizations and it exists worldwide. Hopefully, this book will help fill the vacuum and provide those that serve (or will) with a great guide for years to come.

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