One Minute Governance

46. Want to Get on A Board? Build a Community!

We often say that "networking" is the best way to get on boards.  I think building a community is far more powerful.

45. Family Enterprise Governance: Beware the Three Circle Model

The "three circle model" is perhaps the most recognizable tool in family enterprise, and it's hugely valuable for a lot of reasons.  When it comes to governance, I think it's an unnecessary distraction.

44. Family Enterprise: Beware of Governing by ”Gut”

Business families and their advisors often put too much trust in their "gut" or instinct in their approach to governance.  

43. When Does A Family Business Need a Board?

Most experts in the family enterprise space seem to think that boards are only valuable when a company is big, complex and/or multi-generational.  I'm pretty sure I disagree.

42. Family Enterprise Governance Deserves More Attention

Family ownership is the dominant business model in the world, and contributes a significant majority to Canada's GDP.  Why doesn't family enterprise governance get more attention?

41. Your skills matrix could be a lot more useful to shareholders (feat. Meron Tecle)

Today's episode is brought to you by One Minute Governance's first ever guest, Meron Tecle.  Meron wonders why boards don't use their skills matrix disclosure as an opportunity to show shareholders how they *really* approach board composition.

40. Finding Great Directors

Great directors are rare, and not always easy to spot even if they're right there in front of you.  What are some of the things you should look for?

39. Who‘s Going to be Your Next Board Chair?

Board chair is one of your organization's most important positions.  Plus great board chairs are rare.  Plus it takes time for a new board chair to settle into the position.  How ready are you for chair succession?

38. Are Board Chairs Supposed to Build Consensus?

It seems obvious that we'd want to seek consensus in the boardroom, but what exactly is the chair's job in reaching that objective?

37. Where Can You Learn to be a Great Board Chair?

Great board chairs are even more rare than great directors.  Where did they learn to be so good??

36. Should the Chair and CEO Positions Always be Split?

It's become almost universal in Canada for board chair and CEO positions to be held by different people.  Is it always the best approach?

35. What Should You Do With an Under-Performing Director?

Director performance is difficult to measure, and maybe even harder to manage.  What are the best boards doing to manage under-performance?

34. Not-for-Profit Board Experience Won‘t Get You a Paid Board Seat

In my opinion, it's a myth that non-profit board experience gets your foot in the door for paid board seats, but that doesn't mean you shouldn't sit on non-profit boards!

33. Should *YOU* be a Director?

A lot of us dream about getting on a board one day, but excellent directors are very rare.  How do you know if the job is right for you?

32. The Futility of Connecting Good Governance and Performance

Why do we always insist on looking for a connection between good governance and good performance?