I hear a lot of experts talking about the "board of the future".  Here's my take on what that might mean.

To kick off season 2, I revisit one of my favourite questions from season 1 - and I actually take a stab at answering it this time!

I've decided that in celebration of the 50th episode of One Minute Governance I will be taking a break until the summer.  This episode recaps Season 1.

Netflix has implemented some of the most unique board-management information sharing processes I've seen.  Would they work for your organization?

This episode indulges my governance and musician lives and explores a recent decision error by the Canadian Music Week festival.

Are your corporate policies perpetuating systemic exclusion in boardrooms?

We often say that "networking" is the best way to get on boards.  I think building a community is far more powerful.

The "three circle model" is perhaps the most recognizable tool in family enterprise, and it's hugely valuable for a lot of reasons.  When it comes to governance, I think it's an unnecessary distraction.

Business families and their advisors often put too much trust in their "gut" or instinct in their approach to governance.  

Most experts in the family enterprise space seem to think that boards are only valuable when a company is big, complex and/or multi-generational.  I'm pretty sure I disagree.