When the board conducts its director review it is crucial to conduct it correctly. The process should not only be timely and transparent, but it should also help the board comprehend what its strengths and weaknesses are, so that it can improve its performance and, consequently, that of the business.

The measurement of the performance of directors individually can be a challenge. A director’s contribution to the board can greatly influence others, especially if the Chair is involved and it’s difficult to know how a specific board compares with other boards – differences in company lifecycles, strategy and director refreshment policies make comparisons difficult.

A director board review can take many forms and the way the review is conducted will affect how candid the feedback will be. Some reviews are more informal – merely presenting the views of other directors, whereas others are more formal, such as interviews with other directors or the SID or CEO, as well as committee chairs, and the Company Secretary. The report may also include observations made by the Chairman at board meetings – examining things like the degree of inclusion information sharing, the level of inclusion, and discussion sharing.

It’s usually beneficial to hire an external facilitator who has experience in conducting these reviews – their neutrality can add consistency and objectivity to your process. It is crucial to start the process by delineating the scope and setting the goals of the review. The next step is to create the plan to evaluate the board, and gather information from stakeholders. This could include distribution of questionnaires and interviews, document reviews and/or the use of a software program for managing meetings to facilitate data collection.

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