Board of Directors blog posts focus on how to be a successful board member, and how to establish the governance priorities and the best practices. They also address specific issues to employee stock ownership plans ("ESOP")-owned companies, as well as other issues relevant for the board of director in general.

Good governance is a board that is interested, curious in the larger objectives of the company, and fluent in a market or a world where the company wishes to make an impact. It also means the board is supported in speaking up when they spot things going wrong and is coachable. It's a structure that has power balanced in a clear way. Unfortunately it isn't always working well.

A lot of those who serve on boards are bored and unengaged. This could be because more helpful hints about digitalization made easy how virtual data rooms simplify your business operations of a lack of interest, the culture in the organization, or their personal personalities. Some board members aren't sure what their role is. Others are aware that they're not functioning in the best way possible.

This article is aimed at the second group of people who have been offered (or are currently taking) seats on governance committees but aren't engaged and productive. This is not a criticism on Johns and Daves but rather a re-examination of the process to get board posts (and C-level positions). The post offers some fundamentals to help change the game. The most diverse thinking is often derived from the diversity of age, gender race, ethnicity, context and experiences.