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boards that deliver phần 9

Tổ chức thêm các cuộc họp sẽ không luôn luôn cải thiện hội đồng quản trị năng động. Tổ chức họp dài hơn sẽ không đảm bảo hội đồng quản trị tăng thêm giá trị. Tuy nhiên, cuộc họp phải được thiết kế để cung cấp cho hội đồng quản trị thời gian cần thiết để làm công việc thực sự của nó | 160 Boards That Deliver Meeting Logistics Holding more meetings won t always improve board dynamics. Holding longer meetings won t ensure the board is adding value. But meetings must be designed to give the board the time it needs to do its real work. Though more complex companies or companies in dynamic industries might consider more frequent meetings most boards can probably cover it all in eight meetings per year. These meetings can t simply be morning presentations followed by lunch. Given the external context risk factors macro issues compliance issues and all the rest there s simply not enough time to hold meaningful dialogue between breakfast and lunch. Progressive boards set aside a full day for meetings some may even run a day and a half each. The meetings themselves should have agendas that build on the Twelve-Month Agenda and maximize discussion time. Directors should come to meetings with board briefings read in full and be prepared to jump right in with dialogue and questions. several topics described in this book deserve periodic attention during board meetings. That is the board should be sure to include on the meeting agenda discussions on the following topics Balance sheet twice per year Leadership gene pool and succession twice per year CEO compensation once per year Risk once per year Strategy once or twice per year outside of board meetings Crisis management once per year These are guidelines not rules. And it doesn t mean these topics are not discussed at other board meetings. One company goes so far as to set up a checklist of board requirements and meetings see Exhibit 11.2 . In this way the board can monitor over time that it is covering its responsibilities. To develop the agenda for a particular meeting the lead director might work with the CEO to form a preliminary agenda. Directors then provide input of their own and the agenda is adjusted well in advance of the meeting. Exhibit 11.2. One Board s Requirements and Meeting Schedule .