…with respect to your human, technological, and financial capital and map out potential scenarios for the future. Be open to opportunities and prepare to act quickly if needed. 5. Make… Continue Reading Reflections From The Pandemic: What it Means for Governance and Leadership
…and oversee risk, financial reporting, management performance, and governance. Take a step back and view your experience through a big-picture lens. Ask yourself: How have you addressed organizational issues that… Continue Reading Is Your Resume Board Ready?
…senior team (e.g., additions or restructuring of the senior team) – this relates to financial materiality, risk, and organizational effectiveness Input into performance reviews (and potentially any important actions arising… Continue Reading Succession Beyond the CEO
…have always been purpose driven. Without the guise of maximizing returns, they have always had to define their purpose beyond financial results. The challenge for NFPs often comes from consistently… Continue Reading ESG for Not-For-Profits
…our strategy? What can we do to mitigate this? What are the financial implications of this decision? What severance is the CEO entitled to (contractual or common law)? What else… Continue Reading Terminating the CEO
…other stakeholders; financial or legal consequences; and, in this case direct and indirect health risks. Directors need to support each other and their executives to uphold a high standard even… Continue Reading In the Boardroom: COVID, Travel and Tone at the Top
…Strategic plan Operational plan(s) Risk register Details of major litigation (by or against organization) Latest annual report Financial statements (last 3 years) Quarterly financial results CEO position description Internal audit… Continue Reading What makes a Great Director Orientation
…women on your board to thrive. Check out this infographic from Statistics Canada on diversity among board directors and officers. For WATSON, Women’s History Month is significant not only because… Continue Reading October is Women’s History Month
…and code of conduct; 3. Choosing a CEO, approving executive compensation, CEO succession, levels of authority; 4. Approving strategy and plans to implement; 5. Approving financials, choosing auditors; 6. Approving… Continue Reading Diversity in Decision Making at the Board
…Determine your role – consider how the board can best add value and what role it should play in the development of strategy, risk, talent, and financial oversight (Organizational Stewardship)… Continue Reading NEW – An Intentional Approach to Governance – WATSON’s W Model
