One Minute 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.

Family ownership is the dominant business model in the world, and contributes a significant majority to Canada's GDP.  Why doesn't family enterprise governance get more attention?

Today's episode is brought to you by One Minute Governance's first ever guest, Meron Tecle.  Meron wonders why boards don't use their skills matrix disclosure as an opportunity to show shareholders how they *really* approach board composition.

Great directors are rare, and not always easy to spot even if they're right there in front of you.  What are some of the things you should look for?

Board chair is one of your organization's most important positions.  Plus great board chairs are rare.  Plus it takes time for a new board chair to settle into the position.  How ready are you for chair succession?

It seems obvious that we'd want to seek consensus in the boardroom, but what exactly is the chair's job in reaching that objective?

Great board chairs are even more rare than great directors.  Where did they learn to be so good??

It's become almost universal in Canada for board chair and CEO positions to be held by different people.  Is it always the best approach?

Director performance is difficult to measure, and maybe even harder to manage.  What are the best boards doing to manage under-performance?

In my opinion, it's a myth that non-profit board experience gets your foot in the door for paid board seats, but that doesn't mean you shouldn't sit on non-profit boards!