The following question constitutes a diagnostic to help boards figure out where they stand. The goal is to identify how a boards could improve and move to the next level. Indeed, the awareness of the need for continuous improvement is one characteristic of a Progressive board.
Group Dynamics
1. Does the board consistently bring dialogue on critical topics to a clear closure, with consensus? Or is dialogue fragmented?
fragmented or consensus
2. Do all directors freely speak their minds on key points?
seldom or always
3. Do all directors respond to each other during board meetings, particularly when they don’t agree with each other? Or do directors engage in dialogue solely addressing the CEO?
CEO or directors
4. Have board meetings focused on the most important issues, as defined jointly by the board, the committee Chairs, and management? Or have they wandered into details or tangents?
details or focused agenda
5. Does the board feel that the company is getting a return on the time the board is spending on corporate affairs? Or does the board feel their time is very productive?
not very productive or good return on time
6. Do directors individually feel they get something out of board meeting? Or is it chore and a burden?
responsibility or learn something every time
7. Is the dynamic between the board and the CEO adversarial or constructive?
adversarial or constructive
8. Have directors acted on feedback that emerged from a real and constructive self-evaluation?
no individual evaluations or personally made improvement
Information Architecture
9. Is sufficient time given for discussion in the boardroom? Or are presentations scripted to the second with no time left for discussion?
fully scripted or discussion built-in
10. Is information presented in a way that leads to useful insights that facilitate productive discussion?
no insights or leads to insights
11. Does the board go out on its own to learn about the company (Visiting plants) and the industry?
not at all or boards take initiative
12. Does the CEO feel comfortable discussing bad news and uncertainness with the board?
good news only or bad news, too
Focus on Substantive Issues
13. How the boarded succession in dept during recent meetings? Or is it waiting until succession in dept during recent meeting? Or is waiting until succession nears?
waiting or discussed recently
140. Do all directors fully understand the philosophy underlying their CEO compensation plan?
unclear or philosophy understood
15. How clear each director on the strategy going forward?
unclear or clear
16. How well has the board bought into the company’s strategy?
not at all or totally
17. Has the board discussed with management the potential risks inherent in its strategy? Or has it left risk management to management?
left to management or full discussion of risk
18. Does the board explicitly monitor financial heath and operating performance relative to the competition by focusing on causal factors?
financial measures or causal factors
19. How familiar is the board with leadership gene pool and efforts to develop up-and –coming managers?
not very familiar or very familiar
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