A version of this article originally appeared on the Great Boards blog in September 2009. Barry S. Bader is the Publisher of the Great Boards newsletter and the President of Bader & Associates, governance consultant
Has your board’s periodic self-evaluation process become a mundane exercise that generates little interest or results? If so, the board could be in a self-evaluation rut.
Board self-evaluation is an important process. Surveys by The Governance Institute have shown that making self‐assessment a board priority is associated with high performing boards.
Yet, amidst seemingly more important board business, it’s easy for self‐assessment to become a rote exercise. Regular board self‐assessment is like a periodic checkup with a physician.
The patient may feel fine, but missing a thorough check‐up could result in delayed detection of serious illness. A good physician doesn’t just check vital signs and lab values— she asks the all important questions: “Is anything bothering you?
Has anything changed since the last time I saw you? Would you like to talk about ways to be even healthier?”