Sir John Tusa, a former BBC executive, has written a guide based on his extensive experience being a member of the board or chairman for 26 years in the UK and American organizations.
Each assignment finishes with his own “ Reflections ‘ on the mandate.
In the end, the Author offers his ‘Reflections on Reflections’, an honest and humble wrap-up of his board experience.
You will be better off reading this book ( * link here).
But if you do not have the time, juggling full throttle between your executive and business requirements, I put together some excerpts, trying to group these nuggets of experience into relevant themes.
While most of the text below is quoted, some words may have been altered to allow the quote to work independently.
'Board members' role is to appoint, support and question the chief executive. They were not to second guess the executive.'
'Chief executive should not swamp boards with too many numbers. While the right kind of information can be very economical, providing too much information can be a passive-aggressive way to avoid scrutiny.'
'Boards should review their performance regularly. Boards should review their CEO regularly. A brave, rigorous board may choose to have the Chair and CEO mutually open assessment of their performance.'
'The CEO should make clear the expectations they have of the Board. Tricky to do, but better than lack of clarity about expectations.'
'A wise CEO tells the Board what they are doing, when, how, and why they are doing it and persuades them that they deserve support.'
'Boards cannot primarily develop strategy, that is the task of the executive. The executive proposes but the board disposes.'
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