Board skills matrices have been around forever, but there's a new (to me) feature that I think would make them even more useful.

Lots of effective directors compare great board chairs to orchestra conductors.  I'm not so sure the analogy is so apt...

The Carver Policy Governance (R) model is pretty divisive.  Here's my take...

I've spent a lot of time leaning into my definition of governance as the way decisions are made in an organization.  Maybe we should finally spend some time talking about what a decision is...

As weird as it may sound, it's true!  Individual directors have no authority.

We have a talent problem in governance.  Help me fix it!

Here are my suggestions of questions that will actually help you to build better governance if you're new to the space.

I think most corporate governance regulations aren't actually about corporate governance at all.  If regulators want governance to improve, they need a different approach.

There's a lot of drama in Canada right now around dual-class share structures.  Is it time for a change?

It surprises me that I've never talked about the impact that senior executives have on the effectiveness of their boards.  So here we go!