I have taken advisory positions in several arenas. Being part of ASX-listed Boards, publicly listed and unlisted entities, No-For-Profit Entities, and SME businesses when appropriate as a Coach and Consultant.
Often Boards need sage advice, experience, or different perspective to make a significant impact on how they approach or resolve strategic company issues. Being able to "see the wood for the trees" is the benefit of having an external member involved. I have often seen key members missing key areas for improvement or simplification. Or not articulating their positions clearly and defining the roles and responsibilities to achieve the best outcomes.
Unclear direction will become problematic as it manifests through the organisation or management - the greeks said "The fish rots from the head". The Board and upper management have a responsibility to the business and its culture to get things profitable and right.
Some suggestions that are often overlooked:
Mission statements – You can tell a lot about a company by its mission statement. A good mission statement tells you what drives a company to do what it does.
Company policies – Are there company policies that are particularly important to your business? Have any policies endeared you to your employees across the company? or alienated them?
Executive profiles – A company is only as strong as its executive leadership. Write a bio about each executive that includes what they do, how long they’ve been at it, and what got them to where they are. What are they responsible for in the organisation?
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