Anyone who has served on a board of directors can appreciate that each board has its own characteristic rhythm, social rules and level of effectiveness. I've been advising boards and management teams for 25 years as a consultant and C-Suite executive, and have served on several corporate boards, and can attest that it's long been a puzzle to me what exactly makes a board effective.
To try to answer the question, I went back to school. As part of my PhD research, I interviewed directors at 22 small- to medium-sized publicly traded companies about board practices and dynamics. Half the companies had received above-average rankings for governance quality from Governance Metrics International; half had received below-average rankings.
To read the full, original article click on this link: Good Conflict Makes a Good Board - Solange Charas - Harvard Business Review
