Directors’ and Officers’ Questionnaires are a labor-intensive process to the legal teams administering them and to the directors and officers completing them year after year. The forms are generic and require manual entry of known information. Questions are often hard to understand, redundant, or sometimes irrelevant to specific respondents. What’s worse, the completed questionnaire review process is cumbersome and inefficient.

We know. We can help.

CBE offers a dynamic, electronic D&O Questionnaire through its EnGauge™ platform that makes the process faster, simpler, and more secure. Click here to download the Pros & Cons of Digital D&O Questionnaire. The table describes how an electronic form can save you and your organization more time every year.

Our experts provide a full-service approach and support to administering your D&O Questionnaire – from set-up to reporting. Let us help you modernize your questionnaire process to see just how much time you can save while getting things done.

New York and Greensboro, NC, June 28, 2017 – Nasdaq Corporate Solutions, a business of Nasdaq, Inc. (Nasdaq: NDAQ), announced today a new partnership with The Center for Board Excellence (CBE), a provider of board assessments and compliance questionnaires. In the first phase of the partnership, Nasdaq Corporate Solutions will facilitate introductions for users of Directors Desk and Boardvantage – Nasdaq’s board portal and meeting management solutions – to CBE’s cloud-based corporate governance solutions including: board and committee assessments; director peer assessments; CEO and management evaluations; and directors’ & officers’ questionnaires. Later this year, the parties plan to offer an integrated workflow between Nasdaq’s board portal solutions and CBE’s EnGaugeTM platform, making it even easier for users to elect to benefit from these CBE offerings.

“Through our new relationship with CBE, the thousands of CEOs, corporate secretaries, general counsels, directors, and board chairs in over 70 countries who rely on Nasdaq Corporate Solutions will gain access to industry-leading corporate governance resources,” said Stacie Swanstrom, Executive Vice President and Head of Nasdaq Corporate Solutions. “We are excited about the prospect of offering our clients a solution that will be designed to streamline the assessment and questionnaire processes for faster, more efficient, and more effective results.”

Since its acquisition of Boardvantage in May 2016, the Nasdaq Corporate Solutions business of Nasdaq, Inc. has invested in enhancements to both the Directors Desk and Boardvantage portals to support better workflows in response to client feedback. “This new feature is a continuation of Nasdaq’s commitment to improving our users’ experience by offering solutions that have the potential to impact their productivity both in the boardroom and beyond,” added Matthew Healy, Vice President and Head of Governance at Nasdaq Corporate Solutions.

“CBE is proud to work with Nasdaq Corporate Solutions to deliver solutions for corporate governance excellence on a global scale. Forward-thinking leaders and investors use our metrics and innovative tools to reduce risk and streamline governance,” said Byron Loflin, CEO of CBE.

To learn more about Nasdaq Corporate Solutions, visit http://business.nasdaq.com/intel/cs.html.

About Nasdaq:

Nasdaq (Nasdaq: NDAQ) is a leading global provider of trading, clearing, exchange technology, listing, information and public company services. Through its diverse portfolio of solutions, Nasdaq enables customers to plan, optimize and execute their business vision with confidence, using proven technologies that provide transparency and insight for navigating today’s global capital markets. As the creator of the world’s first electronic stock market, its technology powers more than 90 marketplaces in 50 countries, and 1 in 10 of the world’s securities transactions. Nasdaq is home to 3,800 total listings with a market value of $11 trillion. To learn more, visit: business.nasdaq.com.

About the Center for Board Excellence:

Founded in 2010, the Center for Board Excellence has built the leading platform for board and CEO assessments, plus other governance compliance tasks. CBE’s team of developers, leaders, and attorneys innovate to streamline laborious, costly and previously paper-based processes through its proprietary EnGaugeTM cloud-based platform. CBE’s solutions create efficiencies that save directors, in-house counsel and governance professionals substantial time, effort, and money, helping drive strategy and improve the total quality of compliance and governance. For more information, please visit the company’s website at www.boardevaluations.com.

This communication and the content found by following any link herein are being provided to you by Nasdaq Corporate Solutions, a business of Nasdaq, Inc. ( “Nasdaq”), for informational purposes only. Nasdaq makes no representation or warranty with respect to this communication or such content and expressly disclaims any implied warranty under law. Nasdaq, the Nasdaq logo, and Nasdaq Corporate Solutions are registered and unregistered trademarks, or service marks, of Nasdaq, Inc. or its subsidiaries in the U.S. and other countries. © Nasdaq, Inc. 2017. All rights reserved.

###

Nasdaq Media Contact:

Will Briganti
(646) 441-5012
william.briganti@nasdaq.com

NDAQG

To download the original release from NASDAQ click here

New York and Greensboro, NC, June 28, 2017 – Nasdaq Corporate Solutions, a business of Nasdaq, Inc. (Nasdaq: NDAQ), announced today a new partnership with The Center for Board Excellence (CBE), a provider of board assessments and compliance questionnaires. In the first phase of the partnership, Nasdaq Corporate Solutions will facilitate introductions for users of Directors Desk and Boardvantage – Nasdaq’s board portal and meeting management solutions – to CBE’s cloud-based corporate governance solutions including: board and committee assessments; director peer assessments; CEO and management evaluations; and directors’ & officers’ questionnaires. Later this year, the parties plan to offer an integrated workflow between Nasdaq’s board portal solutions and CBE’s EnGaugeTM platform, making it even easier for users to elect to benefit from these CBE offerings.

“Through our new relationship with CBE, the thousands of CEOs, corporate secretaries, general counsels, directors, and board chairs in over 70 countries who rely on Nasdaq Corporate Solutions will gain access to industry-leading corporate governance resources,” said Stacie Swanstrom, Executive Vice President and Head of Nasdaq Corporate Solutions. “We are excited about the prospect of offering our clients a solution that will be designed to streamline the assessment and questionnaire processes for faster, more efficient, and more effective results.”

Since its acquisition of Boardvantage in May 2016, the Nasdaq Corporate Solutions business of Nasdaq, Inc. has invested in enhancements to both the Directors Desk and Boardvantage portals to support better workflows in response to client feedback. “This new feature is a continuation of Nasdaq’s commitment to improving our users’ experience by offering solutions that have the potential to impact their productivity both in the boardroom and beyond,” added Matthew Healy, Vice President and Head of Governance at Nasdaq Corporate Solutions.

“CBE is proud to work with Nasdaq Corporate Solutions to deliver solutions for corporate governance excellence on a global scale. Forward-thinking leaders and investors use our metrics and innovative tools to reduce risk and streamline governance,” said Byron Loflin, CEO of CBE.

About Nasdaq:

Nasdaq (Nasdaq: NDAQ) is a leading global provider of trading, clearing, exchange technology, listing, information and public company services. Through its diverse portfolio of solutions, Nasdaq enables customers to plan, optimize and execute their business vision with confidence, using proven technologies that provide transparency and insight for navigating today’s global capital markets. As the creator of the world’s first electronic stock market, its technology powers more than 90 marketplaces in 50 countries, and 1 in 10 of the world’s securities transactions. Nasdaq is home to 3,800 total listings with a market value of $11 trillion.

About the Center for Board Excellence:Founded in 2010, the Center for Board Excellence has built the leading platform for board and CEO assessments, plus other governance compliance tasks. CBE’s team of developers, leaders, and attorneys innovate to streamline laborious, costly and previously paper-based processes through its proprietary EnGaugeTM cloud-based platform. CBE’s solutions create efficiencies that save directors, in-house counsel and governance professionals substantial time, effort, and money, helping drive strategy and improve the total quality of compliance and governance. For more information, please visit the company’s website at www.boardevaluations.com.

This communication and the content found by following any link herein are being provided to you by Nasdaq Corporate Solutions, a business of Nasdaq, Inc. ( “Nasdaq”), for informational purposes only. Nasdaq makes no representation or warranty with respect to this communication or such content and expressly disclaims any implied warranty under law. Nasdaq, the Nasdaq logo, and Nasdaq Corporate Solutions are registered and unregistered trademarks, or service marks, of Nasdaq, Inc. or its subsidiaries in the U.S. and other countries. © Nasdaq, Inc. 2017. All rights reserved.

###

Nasdaq Media Contact:

Will Briganti
(646) 441-5012
william.briganti@nasdaq.com

NDAQG

To download the original release from NASDAQ click here

I applaud Larry Fink, Jamie Dimon, Warren Buffett and colleagues for stepping forward and advancing this important dialogue.  The group’s corporations represent more than $15 trillion in managed or controlled assests.  Board effectiveness is a key element of a company’s governance and overall success.  Measuring effectiveness through a well designed board evaluation is an important step that high performing boards engage as an annual part of their agenda.

“The health of America’s public corporations and financial markets – and public trust in both – is critical to economic growth and a better financial future for American workers, retirees and investors.

Millions of American families depend on these companies………”

This document, Commonsense Corporate Governance Principles, is a web initiated dialogue on fundamental corporate governance principles put forward by a group of ten business leaders: Tim ArmourMary BarraWarren BuffettJamie DimonMary ErdoesLarry FinkJeff ImmeltMark MachinLowell McAdam, and Bill McNabb.

COMMONSENSE PRINCIPLES OF CORPORATE GOVERNANCE

I. Board of Directors – Composition and Internal Governance

a. Composition

  • Directors’ loyalty should be to the shareholders and the company. A board must not be beholden to the CEO or management. A significant majority of the board should be independent under the New York Stock Exchange rules or similar standards.
  • All directors must have high integrity and the appropriate competence to represent the interests of all shareholders in achieving the long-term success of their company. Ideally, in order to facilitate engaged and informed oversight of the company and the performance of its management, a subset of directors will have professional experiences directly related to the company’s business. At the same time, however, it is important to recognize that some of the best ideas, insights and contributions can come from directors whose professional experiences are not directly related to the company’s business.
  • Directors should be strong and steadfast, independent of mind and willing to challenge constructively but not be divisive or self-serving. Collaboration and collegiality also are critical for a healthy, functioning board.
  • Directors should be business savvy, be shareholder oriented and have a genuine passion for their company.
  • Directors should have complementary and diverse skill sets, backgrounds and experiences. Diversity along multiple dimensions is critical to a high-functioning board. Director candidates should be drawn from a rigorously diverse pool.
  • While no one size fits all – boards need to be large enough to allow for a variety of perspectives, as well as to manage required board processes – they generally should be as small as practicable so as to promote an open dialogue among directors.
  • Directors need to commit substantial time and energy to the role. Therefore, a board should assess the ability of its members to maintain appropriate focus and not be distracted by competing responsibilities. In so doing, the board should carefully consider a director’s service on multiple boards and other commitments.

b. Election of directors

  • Directors should be elected by a majority of the votes cast “for” and “against/withhold” (i.e., abstentions and non-votes should not be counted for this purpose).

c. Nominating directors

  • Long-term shareholders should recommend potential directors if they know the individuals well and believe they would be additive to the board.
  • A company is more likely to attract and retain strong directors if the board focuses on big-picture issues and can delegate other matters to management (see below at II.b., “Board of Directors’ Responsibilities/Critical activities of the board; setting the agenda”).

d. Director compensation and stock ownership

  • A company’s independent directors should be fairly and equally compensated for board service, although (i) lead independent directors and committee chairs may receive additional compensation and (ii) committee service fees may vary. If directors receive any additional compensation from the company that is not related to their service as a board member, such activeity should be disclosed and explained.
  • Companies should consider paying a substantial portion (e.g., for some companies, as much as 50% or more) of director compensation in stock, performance stock units or similar equity-like instruments. Companies also should consider requiring directors to retain a significant portion of their equity compensation for the duration of their tenure to further directors’ economic alignment with the long- term performance of the company.

e. Board committee structure and service

  • Companies should conduct a thorough and robust orientation program for their new directors, including background on the industry and the competitive landscape in which the company operates, the company’s business, its operations, and important legal and regulatory issues, etc.
  • A board should have a well-developed committee structure with clearly understood responsibilities. Disclosures to shareholders should describe the structure and function of each board committee.
  • Boards should consider periodic rotation of board leadership roles (i.e., committee chairs and the lead independent director), balancing the benefits of rotation against the benefits of continuity, experience and expertise.

f. Director tenure and retirement age

  • It is essential that a company attract and retain strong, experienced and knowledgeable board members.
  • Some boards have rules around maximum length of service and mandatory retirement age for directors; others have such rules but permit exceptions; and still others have no such rules at all. Whatever the case, companies should clearly articulate their approach on term limits and retirement age. And insofar as a board permits exceptions, the board should explain (ordinarily in the company’s proxy statement) why a particular exception was warranted in the context of the board’s assessment of its performance and composition.
  • Board refreshment should always be considered in order to ensure that the board’s skill set and perspectives remain sufficiently current and broad in dealing with fast- changing business dynamics. But the importance of fresh thinking and new perspectives should be tempered with the understanding that age and experience often bring wisdom, judgment and knowledge.

g. Director effectiveness

  • Boards should have a robust process to evaluate themselves on a regular basis, led by the non-executive chair, lead independent director or appropriate committee chair. The board should have the fortitude to replace ineffective directors.

II. Board of Directors’ Responsibilities

a. Director communication with third parties

  • Robust communication of a board’s thinking to the company’s shareholders is important. There are multiple ways of going about it. For example, companies may wish to designate certain directors – as and when appropriate and in coordination with management – to communicate directly with shareholders on governance and key shareholder issues, such as CEO compensation. Directors who communicate directly with shareholders ideally will be experienced in such matters.
  • Directors should speak with the media about the company only if authorized by the board and in accordance with company policy.
  • In addition, the CEO should actively engage on corporate governance and key shareholder issues (other than the CEO’s own compensation) when meeting with shareholders.

b. Critical activities of the board; setting the agenda

  • The full board (including, where appropriate, through the non-executive chair or lead independent director) should have input into the setting of the board agenda.
  • Over the course of the year, the agenda should include and focus on the following items, among others:
  • A robust, forward-looking discussion of the business.
  • The performance of the current CEO and other key members of management and succession planning for each of them. One of the board’s most important jobs is making sure the company has the right CEO. If the company does not have the appropriate CEO, the board should act promptly to address the issue.
  • Creation of shareholder value, with a focus on the long term. This means encouraging the sort of long-term thinking owners of a private company might bring to their strategic discussions, including investments that may not pay off in the short run.
  • Major strategic issues (including material mergers and acquisitions and major capital commitments) and long-term strategy, including thorough consideration of operational and financial plans, quantitative and qualitative key performance indicators, and assessment of organic and inorganic growth, among others.
  • The board should receive a balanced assessment on strategic fit, risks and valuation in connection with material mergers and acquisitions. The board should consider establishing an ad hoc Transaction Committee if significant board time is otherwise required to consider a material merger or acquisition. If the company’s stock is to be used in such a transaction, the board should carefully assess the company’s valuation relative to the valuation implied in the acquisition. The objective is to properly evaluate the value of what you are giving vs. the value of what you are getting.
  • Significant risks, including reputational risks. The board should not be reflexively risk averse; it should seek the proper calibration of risk and reward as it focuses on the long-term interests of the company’s shareholders.
  • Standards of performance, including the maintaining and strengthening of the company’s culture and values.
  • Material corporate responsibility matters.
  • Shareholder proposals and key shareholder concerns.
  • The board (or appropriate board committee) should determine the best approach to compensate management, taking into account all the factors it deems appropriate, including corporate and individual performance and
  • other qualitative and quantitative factors (see below at VII., “Compensation of Management”).
  • A board should be continually educated on the company and its industry. If a Board feels it would be productive, outside experts and advisors should be brought in to inform directors on issues and events affecting the company.
  • The board should minimize the amount of time it spends on frivolous or non- essential matters – the goal is to provide perspective and make decisions to build real value for the company and its shareholders.
  • As authorized and coordinated by the board, directors should have unfettered access to management, including those below the CEO’s direct reports.
  • At each meeting, to ensure open and free discussion, the board should meet in executive session without the CEO or other members of management. The independent directors should ensure that they have enough time to do this properly.
  • The board (or appropriate board committee) should discuss and approve the CEO’s compensation.
  • In addition to its other responsibilities, the Audit Committee should focus on whether the company’s financial statements would be prepared or disclosed in a materially different manner if the external auditor itself were solely responsible for their preparation.

III. Shareholder Rights

a. Many public companies and asset managers have recently reviewed their approach to proxy access. Others have not yet undertaken such a review or may have one under way. Among the larger market capitalization companies that have adopted proxy access provisions, generally a shareholder (or group of up to 20 shareholders) who has continuously held a minimum of 3% of the company’s outstanding shares for three years is eligible to include on the company’s proxy statement nominees for a minimum of 20% (and, in some cases, 25%) of the company’s board seats. Generally, only shares in which the shareholder has full, unhedged economic interest count toward satisfaction of the ownership/holding period requirements. A higher threshold of ownership (e.g., 5%) often has been adopted for smaller market capitalization companies (e.g., less than $2 billion).

b. Dual class voting is not a best practice. If a company has dual class voting, which sometimes is intended to protect the company from short-term behavior, the company should consider having specific sunset provisions based upon time or a triggering event, which eliminate dual class voting. In addition, all shareholders should be treated equally in any corporate transaction.

c. Written consent and special meeting provisions can be important mechanisms for shareholder action. Where they are adopted, there should be a reasonable minimum amount of outstanding shares required in order to prevent a small minority of shareholders from being able to abuse the rights or waste corporate time and resources.

IV. Public Reporting

a. Transparency around quarterly financial results is important.

b. Companies should frame their required quarterly reporting in the broader context of their articulated strategy and provide an outlook, as appropriate, for trends and metrics that reflect progress (or not) on long-term goals. A company should not feel obligated to provide earnings guidance – and should determine whether providing earnings guidance for the company’s shareholders does more harm than good. If a company does provide earnings guidance, the company should be realistic and avoid inflated projections. Making short-term decisions to beat guidance (or any performance benchmark) is likely to be value destructive in the long run.

c. As appropriate, long-term goals should be disclosed and explained in a specific and measurable way.

d. A company should take a long-term strategic view, as though the company were private, and explain clearly to shareholders how material decisions and actions are consistent with that view.

e. Companies should explain when and why they are undertaking material mergers or acquisitions or major capital commitments.

f. Companies are required to report their results in accordance with Generally Accepted Accounting Principles (“GAAP”). While it is acceptable in certain instances to use non-GAAP measures to explain and clarify results for shareholders, such measures should be sensible and should not be used to obscure GAAP results. In this regard, it is important to note that all compensation, including equity compensation, is plainly a cost of doing business and should be reflected in any non-GAAP measurement of earnings in precisely the same manner it is reflected in GAAP earnings.

V. Board Leadership (Including the Lead Independent Director’s Role)

a. The board’s independent directors should decide, based upon the circumstances at the time, whether it is appropriate for the company to have separate or combined chair and CEO roles. The board should explain clearly (ordinarily in the company’s proxy statement) to shareholders why it has separated or combined the roles.

b. If a board decides to combine the chair and CEO roles, it is critical that the board has in place a strong designated lead independent director and governance structure.

c. Depending on the circumstances, a lead independent director’s responsibilities may include:

  • Serving as liaison between the chair and the independent directors
  • Presiding over meetings of the board at which the chair is not present, including
  • executive sessions of the independent directors
  • Ensuring that the board has proper input into meeting agendas for, and information sent to, the board
  • Having the authority to call meetings of the independent directors
  • Insofar as the company’s board wishes to communicate directly with shareholders,
  • engaging (or overseeing the board’s process for engaging) with those shareholders
  • Guiding the annual board self-assessment
  • Guiding the board’s consideration of CEO compensation
  • Guiding the CEO succession planning process

VI. Management Succession Planning

a. Senior management bench strength can be evaluated by the board and shareholders through an assessment of key company employees; direct exposure to those employees is helpful in making that assessment.

b. Companies should inform shareholders of the process the board has for succession planning and also should have an appropriate plan if an unexpected, emergency succession is necessary.

VII. Compensation of Management

a. To be successful, companies must attract and retain the best people – and competitive compensation of management is critical in this regard. To this end, compensation plans should be appropriately tailored to the nature of the company’s business and the industry in which it competes. Varied forms of compensation may be necessary for different types of businesses and different types of employees. While a company’s compensation plans will evolve over time, they should have continuity over multiple years and ensure alignment with long-term performance.

b. Compensation should have both a current component and a long-term component.

c. Benchmarks and performance measurements ordinarily should be disclosed to enable shareholders to evaluate the rigor of the company’s goals and the goal-setting process.  That said, compensation should not be entirely formula based, and companies should retain discretion (appropriately disclosed) to consider qualitative factors, such as integrity, work ethic, effectiveness, openness, etc. Those matters are essential to a company’s long- term health and ordinarily should be part of how compensation is determined.

d. Companies should consider paying a substantial portion (e.g., for some companies, as much as 50% or more) of compensation for senior management in the form of stock, performance stock units or similar equity-like instruments. The vesting or holding period for such equity compensation should be appropriate for the business to further senior management’s economic alignment with the long-term performance of the company. With properly designed performance hurdles, stock options may be one element of effective compensation plans, particularly for the CEO. All equity grants (whether stock or options) should be made at fair market value, or higher, at the time of the grant, with particular attention given to any dilutive effect of such grants on existing shareholders.

e. Companies should clearly articulate their compensation plans to shareholders. While companies should not, in the design of their compensation plans, feel constrained by the preferences of their competitors or the models of proxy advisors, they should be prepared to articulate how their approach links compensation to performance and aligns the interests of management and shareholders over the long term. If a company has well- designed compensation plans and clearly explains its rationale for those plans, shareholders should consider giving the company latitude in connection with individual annual compensation decisions.

f. If large special compensation awards (not normally recurring annual or biannual awards but those considered special awards or special retention awards) are given to management, they should be carefully evaluated and – in the case of the CEO and other “Named Executive Officers” whose compensation is set forth in the company’s proxy statement – clearly explained.

g. Companies should maintain clawback policies for both cash and equity compensation.

VIII. Asset Managers’ Role in Corporate Governance

Asset managers, on behalf of their clients, are significant owners of public companies, and, therefore, often are in a position to influence the corporate governance practices of those companies. Asset managers should exercise their voting rights thoughtfully and act in what they believe to be the long-term economic interests of their clients.

a. Asset managers should devote sufficient time and resources to evaluate matters presented for shareholder vote in the context of long-term value creation. Asset managers should actively engage, as appropriate, based on the issues, with the management and/or board of the company, both to convey the asset manager’s point of view and to understand the company’s perspective. Asset managers should give due consideration to the company’s rationale for its positions, including its perspective on certain governance issues where the company might take a novel or unconventional approach.

b. Given their importance to long-term investment success, proxy voting and corporate governance activities should receive appropriate senior-level oversight by the asset manager.

c. Asset managers, on behalf of their clients, should evaluate the performance of boards of directors, including thorough consideration of the following:

  • To the extent directors are speaking directly with shareholders, the directors’ (i) knowledge of their company’s corporate governance and policies and (ii) interest in understanding the key concerns of the company’s shareholders
  • The board’s focus on a thoughtful, long-term strategic plan and on performance against that plan

d. An asset manager’s ultimate decision makers on proxy issues important to long-term value creation should have access to the company, its management and, in some circumstances, the company’s board. Similarly, a company, its management and board should have access to an asset manager’s ultimate decision makers on those issues.

e. Asset managers should raise critical issues to companies (and vice versa) as early as possible in a constructive and proactive way. Building trust between the shareholders and the company is a healthy objective.

f.  Asset managers may rely on a variety of information sources to support their evaluation and decision-making processes. While data and recommendations from proxy advisors may form pieces of the information mosaic on which asset managers rely in their analysis, ultimately, their votes should be based on independent application of their own voting guidelines and policies.

g. Asset managers should make public their proxy voting process and voting guidelines and have clear engagement protocols and procedures.

h. Asset managers should consider sharing their issues and concerns (including, as appropriate, voting intentions and rationales therefor) with the company (especially where they oppose the board’s recommendations) in order to facilitate a robust dialogue if they believe that doing so is in the best interests of their clients.

For more, visit www.governanceprinciples.org

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As boards today face issues related to growth, globalization, and technological change, board refreshment is becoming more and more critical. The model of board-member-for-life — the proverbial pale, male, and stale — is likely to miss the boat as far as possessing the skill set and familiarity needed to address emerging crises and changes in investor and customer profiles. In fact, any board that defaults to the status quo and does not plan for the future is notholding its own; it is actually falling behind.

In a February 2016 article in Agenda, I address how board refreshment is crucial not only for a company’s effectiveness and survival in a changing world, but for protecting it from encroachment by activist investors and other outsiders. The skills that any board should comprise in order to be able to position the company for growth include:

  • IT strategy
  • Cyber-security understanding
  • Financial expertise and independence
  • Understanding of business and customers
  • Demographic understanding
  • Social media insight
  • Geopolitical expertise
  • Open-mindedness
  • Self-awareness

(Agenda, February 2016)

Some skills that are critical in cultivating new board members are those on the forefront of new technologies. It’s essential to not simply catalogue the tech know-how a board needs, however. These skills need to be paired with an ability to contextualize how they can move the company forward strategically and compete in current market environments.

A key starting point is board self-awareness. Are the directors as a group addressing current and future needs of the company? Are they responsible stewards, able to communicate effectively with the technical officers and the CFO? Are they aware of their responsibility for ensuring compliance with reporting and regulatory agencies?

If not, it may be time to make room for fresh perspectives, especially ones that reflect a more technologically adept and more diverse demographic. Millennials are comfortable with the rapid pace of change in technology and social constructs, both of which impact a company’s customer base. They also embody a new approach to entrepreneurship, often melding social media and cyber-savvy with social consciousness and a greater openness to diversity.

Diversity embraces race, ethnicity, age, and gender, but it is not an end in itself. Rather, its value lies in how it brings fresh perspectives to the table that probably would not arise from a more homogeneous group.

Board Refreshment Checklist

Below is a checklist for the board assessment process to help directors ensure that refreshment is addressed on a regular basis.

  • Conduct an annual board peer assessment that incorporates a skills matrix as a tool to evaluate each board member’s contributions and to expose skill and diversity gaps on the board as a whole;
  • Reinforce that the purpose behind the assessment is to identify areas that need improvement, create dynamic dialogue, and lead to action items for the board as a whole;
  • Watch industry trends to get a sense of what skills will be needed in the future;
  • Involve the CEO and top managers in the process;
  • Determine what is needed in terms of board education.

In 2000, few people could imagine the 2008 financial crisis, the explosion of 3-D printing, or the rise of cyber-security issues that corporations face today. Similarly, today’s board of directors cannot know what its company will face in the future.

By including ongoing board refreshment and a regular review of the board’s skills matrix, however, it can include individuals with up-to-date skills and industry insights who can ensure that the board — and the company — are on the path of continual improvement.

CEOs and boards have different jobs to do. They face very different challenges in performing their jobs effectively, which can make their working relationship complicated.

And sometimes that relationship can go terribly, terribly wrong.

Since 2014, the directors of American Apparel and the company’s founder and past CEO, Dov Charney, have been battling over the company’s future. Charney was ousted after mismanagement on his watch led the trendy, US-produced clothing manufacturer into bankruptcy.

Could a CEO evaluation have helped in this situation? Most likely. If Mr. Charney was held accountable earlier and coached to lead for the long term, the result may have been very different. According to a Jezebel interview, one American Apparel director, Allan Mayer, saw Charney’s mix of provocation and idealism as the company’s calling card.  Mayer seems almost enamored with Charney’s proclivities for poor behavior and sexual misconduct. It is unlikely that a majority of the Board would have felt the same way. A well crafted CEO evaluation combined with a Board Evaluation, would likely have focused the Board on these issues and either helped coach the CEO in a different direction or created an impetus for change.

A different perspective on board-CEO relations — minus the drama — comes through in a 2013 Harvard Business Review leadership report, “What CEOs Really Think of Their Boards,” about how established, well-respected CEOs view their companies’ boards of directors.

The CEOs interviewed in the study talked about board members who put self-interest above shareholder interests, whose risk aversion suppressed the bold thinking that made the company great in the first place, and whose entrenched points of view blocked exploration of new ideas and strategies. CEOs further felt the burden of dealing with board conflict fell on their shoulders. The study quoted one company head as saying, “It’s difficult when you make the CEO accountable for dealing with disruptive personalities.”

Meeting in the Middle

Whether in the context of an established Fortune 500 company or an industry maverick, boards and management need a baseline for managing all aspects of their working relationship.

The essentials should be found in the company’s mission statement, the CEO’s contract, the board handbook, and long-term strategy. But compliance with these documents — and adherence to the company’s core mission and values — is often best measured through the annual board and CEO evaluation process.

Reciprocity and buy-in from the top down are key to successful evaluations. Our short tag line from Peter Drucker, ‘What’s measured improves,’ requires that board leaders appreciate a self-evaluation process and act on its results.  I have spent hundreds of hours with board members, and there is a clear difference between high performing and underperforming directors. When a board reviews its CEO’s performance but is not subject to evaluation itself, or doesn’t take the process seriously, it sends the message that performance assessments are not important.

An approach to assessments that includes developing evaluation tools for the board, the CEO, and upper management helps build a team that can work synergistically. For instance, questions about product development goals may show that the CEO and multiple board members share the same concerns, but never had the opportunity to discuss them. It also leads by example and sets the tone for these same types of assessments throughout the company.

Evaluation beginning at the top can bring out other insights.

  • board’s self-evaluation gives the CEO evaluation more credence and establishes performance assessments as part of the company culture.
  • The board evaluation can help set clear actionable goals for the board and help set performance metrics for future evaluations.
  • An effective board evaluation process will provide good substance to incorporate into public company proxy statements.
  • Information compiled from a CEO evaluation helps the board reach clarity on what the CEO wants and expects.

When data from standardized questions and open-ended responses are aggregated into an objective report, that report can be used to more effectively promote communication, collaboration, and analysis.

Open Communication Is Key

Boards that incorporate meaningful assessment send the message that they are ready for challenging dialogue and are open to change. For their part, the CEOs interviewed for the Harvard Business Reviewstudy don’t want their recommendations rubber-stamped. They welcome informed, thoughtful questions that are forward-focused and bring fresh perspectives to the table. Honest, open engagement by both directors and CEOs can help them stay focused on their common goals — adhering to their core vision and positioning the company for growth.

*   *   *

On January 25, 2016, a U.S. bankruptcy court judge ruled in favor of American Apparel’s plan to exit bankruptcy. Watch for an analysis of the company’s ups and downs in a future blogpost.

Board Evaluations That Go from “Check-the-Box” to Transformative

What board member hasn’t heard, “The board speaks with one voice or not at all”? Every board should agree on the core beliefs that support the success of its organization. Projecting a unified message that reflects those core beliefs is critical.

However, sometimes the “one voice” principle — designed to guide the board’s behavior after examination of board business and discussion — can seep into boardroom discussion, suppressing inquiry and new ideas.

Creative Tension

While embracing different viewpoints isn’t always easy, successful corporate boards will create an atmosphere that encourages questioning and sharing diverse perspectives. “Creative tension” — the messy, sometimes raucous dialogue that arises from constructive discontent, respectful challenge, or asking “what if?” questions — is what Punit Renjen, CEO of Deloitte Global, calls this process of questioning in his Forbes article titled “The Crucial Edge that Makes a Board Exceptional.”

Boards may not welcome questions or challenges for a variety of reasons: unwillingness to upset the status quo, inflexible agendas, new or more reserved board members uncomfortable with speaking out, concern about exacerbating tensions with the CEO or upper management, or just a “That’s the way we’ve always done it” mentality.

Even if board members recognize the value of considering opposing views, certain factors may get in the way of embracing creative tension. Strong personalities dominating the conversation, discomfort with confrontation and an inability to see past challenging questions to the new ideas they may spark can stymie a board’s best efforts.

The annual board evaluation process, facilitated by a third party in a manner that ensures anonymity, can be a vehicle for bringing out board members’ concerns and ideas that may not fit neatly in an agenda category.  This can also be preferable to an interview based model, which can be tainted by interviewer bias or just discourage forthright or critical comments.  Open-ended response categories included in an anonymous evaluation questionnaire can provide a neutral setting where board members feel comfortable bringing up ideas that might challenge the “one voice” that can dominate board conversations.  Even more standard scored questions can highlight where board members have differing views on particular topics and provide the basis for more pointed dialogues at a meeting.

From What-if? to Aha!

Openness to creative tension is a key factor in making good boards exceptional, according to Renjen. “Opposing views can collide, but they also can converge and yield exciting new ideas, especially when an organization’s core beliefs unite everyone involved.”

As many as 63% of directors feel that the board self-evaluation is a check-the-box exercise, according to a 2014 PWC Annual Corporate Director Survey. Can an evaluation instrument tailored to bring out divergent perspectives change directors’ and board chairs’ feelings about the process? If board members recognize the value of creative tension in generating ideas and promoting dialogue, they may see the evaluation process in a new light, more as a tool for board growth than a regulatory chore.

For comments in an evaluation instrument to be of value, however, the instrument must have a mechanism — preferably built into the process from the beginning — to present these ideas for discussion.

Rapid change in many technology and financial sectors constantly brings out new questions across industry sectors. Boards that embrace creative tension know that it is healthier — for the board and the organization as a whole — to address these questions in the boardroom than to have them posed by their shareholders in public.

The challenges facing college and university boards of trustees (also referred to as regents, governors or visitors) today are formidable. They range from cutbacks in federal and state support to faculty governance and presidential leadership. Boards bear responsibility for issues that touch on every aspect of campus life: enrollment, financial aid, academic integrity, fundraising and athletics. At times they will be tested by crises, such as sexual assault or racism.

High-performing boards want to know how well they are serving the institution. They also want to fulfill their proper role, generally defined as hiring and, if needed, firing the president or chancellor, fundraising, strategic planning and fiduciary oversight. Board evaluation often creates an atmosphere of inquiry and dialogue that sets a standard for the rest of the institution to follow.

How can evaluation strengthen board effectiveness? Most obviously, it can uncover strengths, weaknesses and areas for improvement, which in turn can shape priorities for board education. Evaluation can forge a culture where trustees can be more open about board performance and their own satisfaction. And as a result, they develop more confidence in their processes and actions.

Evaluations take many forms. Most evaluations are of boards, not individual members, and can involve any combination of strategies. These include:

  • Hiring a consultant;
  • A self-administered board survey;
  • A board meeting dedicated to evaluation;
  • A retreat;
  • An in-depth written analysis of the evaluation process; and
  • Actionable steps to enact changes and plan for the future.

Some of the best evaluations use a survey that can be evaluated against what is expected of high-performing boards (for example, a trustee satisfaction rating of 8–10). Engaging an independent consultant to guide the process can increase board members’ comfort level with self-scrutiny. A skilled consultant can also explain the survey’s results, define goals and help the board set an action agenda.

A carefully thought-out evaluation process can reinforce that a strong board is on the right track. For a board that is seeking its way, evaluation can help it address issues before they undermine the institution’s effectiveness. It can also set the stage for positive collaboration with the president and the faculty.

As long as an evaluation is viewed as fair and capable of real change—not merely talk—it can inspire boards and trustees to adopt best practices in everything they do.

Ready to dig deeper? Download our Guide to Board of Trustees evaluations.

This article is authored by Kent Chabotar, Ph.D., president emeritus of Guilford College and co-founder of MPK&D Partners. Founded in 2014, MPK&D is an experienced team of higher education leaders, who deliver practical and creative solutions to some of the most complex challenges facing institutions today. For more information, visit www.mpkdpartners.com

How much can you save by changing your D&O questionnaire process?

There are a lot of ways to look at the cost of conducting these kinds of compliance related activities, but I want to focus particularly on the cost that I think most Directors and Officers would agree is singular in importance — their time.  How much time did it take your Directors and Officers to complete the process?

The average D&O Questionnaire is about 40 pages long. Yet, the number of questions that the average Director or Officer has to answer only takes up about 12 to 15 pages. The rest of the pages are either questions that don’t apply to them, or are explanatory notes, definitions and various schedules and appendices containing compensation or stock ownership details.

Seasoned Directors & Officers are probably quite used to the form and can focus quickly on the questions they need to answer, but they still have to wade through 40 pages. And sprinkled throughout these 40 pages are often changing definitions of terms such as “Family Member,” “Associate,” and “Beneficial Interest” — all of which the directors have to consider in answering questions, but then refer to an appendix to read the two paragraph definition.

It’s no wonder that every year, at every company, there is always at least one questionnaire that doesn’t get fully completed. And this takes yet more time.

The great thing about technology is that it can help us save time. Often lots and lots of time. And moving the D&O Questionnaire to an online process does just that. We can reduce the number of questions, make them easier to follow and answer, and make accessing definitions and schedules as simple as hovering the mouse over a term or clicking a link.

Directors who used our online process for the first time said that it cut their time in half — saving them an hour or more. If you have 15 people taking your D&O questionnaire, that is a lot of time you are putting back in the hands of your most highly compensated people.

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