Bored Boardrooms!

Emily Peck has penned a piece entitled "Bored Boards are Bad for Business.  Smart Companies Are Fixing That" in yesterday's edition of the HuffPost.  

Emily points out the irony that the boardroom with its monitoring, financial/audit reporting and strategic aims is also where "mind-blowing show and tell" occurs which can overwhelm board members and C-suite execs alike.  Peck argues that boards have had to go beyond review of backwater process and endless numbers to instead become a more dynamic and responsive governance tool.  This includes speaking up and challenging assumptions when entering new (territories or product) areas, providing input on senior staffing decisions, including critically - hiring and firing the CEO, as necessary.  

She posits that often it takes some catalyst or crisis to for boards to reach a higher operating standard in order to make an effective comeback, such as occurred at J&J post drug recalls.  J&J started with a real self-assessment process and embracing dynamic and independent NED leaders.  They also strive to balance detail and deep dives with considering the big picture too.  

This article, found at http://www.huffingtonpost.com/2015/02/20/board-meeting-reforms_n_6712558.html, reminds us of the need to not let detail overwhelm the over-arching need to consider strategy and force unique decisions that rest solely with the board in its dis-charge of its duties.