FOR HIGH PERFORMING BOARDS

At Conscious Legacy Coaching (CLC) we believe that high performance Boards are comprised of diverse, strong-willed people with complimentary skill sets and their own viewpoints. This means being able to manage a combination of hard questioners, blue sky thinkers, and consensus builders who are not only fearless about offering advice, guidance, feedback or argument –  but who also have the relevant experience to back up their points of view.

While an open forum for ideas and opinions is a board’s most valuable asset, how do you ensure that these diverse opinions, and individual high performers come to consensus and speak with one voice?

Whether you are establishing an Advisory or Mandated Board, revisiting the membership of an existing Board or seeking to maximize an established membership in a public, private or Not for Profit company, as a trained coach, mediator and expert in small group dynamics, CLC can enhance your Board’s communication, productivity and high performance.

Your Compatibility Check

If you say yes to any of the following questions, CLC might be the consulting company for you:

  • Could your board benefit from a tune up?
  • Is your board experiencing a crisis of confidence?
  • Would better communication and understanding improve the way your board works together?
  • Are competing agendas prohibiting your board from achieving its goals?
  • Would you, or others, describe your board as existing in a current state of crisis?

Did you know?

  • Boards have expressed that talent sustainability is a top priority demanding greater board oversight.
  • Efforts to increase sustainability and diversity of board members increase the need for an expert in small group dynamics and communication.
  • A survey of Fortune 500 companies shows that boards with at least 3 female directors achieve on average 43% better returns than those with fewer women. There are on-going efforts to increase diversity of board members. 
  • Only 34% of corporate boards on the S&P 500 regularly include succession planning on their agenda (40% don't deal with it on an annual basis) because they are embarrassed to make it look like they are discussing life without their 'star' CEO. (A similar, but magnified phenomenon occurs in family run companies).