Working together

Board Dynamics is about principles, best practices and partnerships.

• Our priority is the practical application of principles of good governance.
• The fundamentals of governance are common to all organizations, yet each has its own mission, culture and needs. Board Dynamics finds the intersection between good governance practices and an organization's unique needs in order to create individual governance systems and best practices.
• Project results are based on a strong working partnership. We take the time to learn about your institution, your history, culture, goals and dreams.

Board Dynamics works with you to design a governance structure/culture that integrates seamlessly into your organization - one that will lead you confidently into the future.

Important governance questions to ask about your board

• Does your board of directors clearly understand its governance role and responsibilities and how they draw the line between governance and management decisions?
• What are the corporate governance laws, rules and guidelines that are applicable to your company?
• In your family business have you discussed your system of governance, for today and for tomorrow - the defined decision making structures for the family, the shareholders and the board?
• Have you considered an advisory board to support you, the founder/entrepreneur/CEO, in your private business?
• Have you discussed the ideal number of public representatives for your self-regulatory organization and what they need in order for them to be effective directors?
• Do you have a director recruitment process to ensure that you build the best board team?
• Have you defined the need for 'independent' or outside directors on your board?
• Does your board consist of a diverse range of director skills and talents that fit the needs of your organization?
• Do the board and the CEO/Executive Director have a good working relationship?
• Does the board agenda include the essentials of board work? Where does the board spend most of its meeting time?
• Is there a current strategic plan in place and a means for the board to monitor progress on the plan at work?
• Do you have board policies which are: current, understood, constantly used in board work?
• Is your board confident about fulfilling its regulatory compliance obligations?
• Are your board meetings productive? Who prepares and signs off on the agenda?
• Are board committees doing productive, value-added work or are they directing the board?
• Does your board regularly evaluate its performance?
• Does your board have accountability systems in place?
• Is your chairperson effectively leading your board and your meetings?
• Are your bylaws and board policies user-friendly? Up-to-date?
• Does your board understand its legal and moral obligations?
• Do you have a succession plan in place for your CEO/Executive Director? For your board chair?
• Do you have a well-thought out compensation plan for your directors and your CEO?
• Do you have job descriptions for your board, your directors and committees?
• Has your board established a Code of Ethics? A Conflict of Interest policy?
• Does your board communicate regularly and effectively with the owner/shareholders and stakeholders?
• Has your board discussed its role as a corporate citizen and its corporate social responsibilities?
• Do you have a process in place for dealing with a problem director?
• Has your board had a discussion recently about the value they add to the company or organization?
• Has your family foundation carefully planned the composition and role of its board of directors and the succession process?