Potentially, boards have three resources to use: power, information, and knowledge. When these three resources are present and effectively directed at, first, handling emergencies; second, making sure an effective strategy is in place; and, third, truly influencing the decisions of the chief executive officer (and who succeeds the CEO), then we can say that the board is acting in a high-performance way. But there’s another key point that should be stressed. A board is a group, perhaps in some cases, a team. Boards need to be assessed by the same conditions and behaviors that lead groups to be effective.
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