Board Governance

A Critical Leadership Role

Looking back on the last decades, CHP&M has tracked the sea change in organizational governance in three types of clients - corporations, non-profit organizations and foundations. Each sector has been in and out of the headlines over the years. The specific issues have been framed differently. The triggers for the scrutiny have been both substantive and peripheral issues. Board members' reactions to the higher levels of scrutiny have ranged from dismissive of the critics, to overly cautious, to living with an edgy, heightened sense of responsibility.

As counsel to organizational leaders, the CHP&M partners have developed a deep and wide expertise on governance issues in each of these three sectors. We have experience:

• Helping boards understand their governance responsibilities
• Facilitating strategic board retreats
• Working with boards to develop their own annual work plan aligned with the organization's Annual Plan
• Developing customized board self-assessment processes
• Supporting boards in the critical process of selecting, orienting and sustaining the high performance of board members
• Serving as counsel to boards as they manage succession planning issues with the Board and CEO
• Serving as a discreet sounding board for the Chair or CEO on governance matters

Cavanaugh, Hagan, Pierson & Mintz, Inc. partners bring a special sensibility to this work based on their appreciation of the public nature of board roles. In every case, the board has been charged with a responsibility to serve the public good, described as the Duties of Care, Loyalty and Obedience.

CHP&M can help you translate these responsibilities into sensible and workable realities within your organization.