3 ms·

I guess the question is, what kind of competencies would one expect to find in a board. Board seats are typically filled by "money people." I think most boards

I guess the question is, what kind of competencies would one expect to find in a board. Board seats are typically filled by "money people." I think most boards have a good understanding of accounting, investment, fundraising... If they have founders, employees or specifically recruited outside managers they might have a good understanding of product or market strategies. But, managing crisis like this? In principle, boards can remove and replace CEOs but this is such a rare occurrence. There's no lower stakes equivalent to it. They don't have to remove and replace more junior managers. Competencies in an area you never touch on... in a scenario most board members have never seen... it would be a kind of fluke if they happened to be competent at this sort of task.

DanBC 9y ago
> I guess the question is, what kind of competencies would one expect to find in a board I've been looking into this in the context of English NHS Trusts. Here are a few things I've found useful. https://nhsproviders.org/media/1057/we-need-to-talk-about-boards-boards-leadership-and-the-nhs.pdf https://nhsproviders.org/media/1057/we-need-to-talk-about-bo... https://www.leadershipacademy.nhs.uk/resources/healthy-nhs-board/ https://www.leadershipacademy.nhs.uk/resources/healthy-nhs-b... Effective challenge on a unitary board: http://www.frontline-consultants.com/announcements/effective-challenge-on-a-unitary-board http://www.frontline-consultants.com/announcements/effective... There was quite a lot of work in the UK about effective boards after the Guinness scandal, among others.