Leading organizations know that a professional Supervisory Board, and Good Governance, is very important for organizations nowadays, and according best practices, they choose the method implying an expert guides the Assessment.

‍

An example:

‍

A Chairman of the Supervisory Board of a leading organization addressed the Self Assessment on the Board agenda and the Supervisory Board decided to ask an expert to guide them. After a first consultation, they decided that interviews by this independent Advisor could provide the Supervisory Board with value insights.

‍

By these interviews, the Board Members also get to know the Advisor before the day the Self Assessment of the Supervisory Board takes place. And the expert can bring in key insights in an anonymously, neutral manner during the day of Self Assessment and guides a constructive discussion while people feeling comfortable.

‍

Additionally, the Supervisory Board was having some questions related to organizational strategy and structure. They didn’t want to wait for a next strategic session during a normal Board meeting and the regular Board agenda is a full agenda. They felt the need to consult a governance expert.

‍

A good Board Advisor addresses alignment of the strategic challenges of the organization and the way how the Board Members should cooperate, perform. A good Board Advisor addresses strategic challenges Good Governance. Think, among other topics, of strategic challenge(s) nowadays of Environmental Social Governance. And a Board might have more questions related to (corporate)governance.

‍

During the interviews these subjects were also investigated.

‍

The Board also respected the CEO as an important contributor to the success of the firm and the importance of constructive communication with the CEO. The governance code states that the view of the CEO is also part of the Assessement, meaning the CEO is asked for his / her view on the functioning of the Supervisory Board. An independent Advisor can have a good interview with the CEO, collecting this information, but also with the result that the CEO feels having participated. In this case, the CEO was also interviewed and participated a moment during the day of Self Assessment of the Supervisory Board for insights, teambuilding.  

‍

In this case of an organization with a Board of many Directors, interviews with other Directors were also very informative, constructive.

‍

Furthermore, the Self Assessement of the Board is a good moment to reflect on lessons learned and Board composition. These items were also addressed.

‍

During the Assessment Day, a professional discussion was guided and the Supervisory Board Members formulated action points. After the Assessment Day, the Board received an external report.

‍

Doing all this:

• The organization had a profound Self Assessment;
• According to best practices of governance codes;
• Guided by an independent Board Advisor, governance expert;
• With valuable information by interviews, presented by the Advisor in a neutral manner;
• With a good guided discussion during the day, Board Members feeling comfortable;
• With participation by the CEO feeling respected;
• Strategic challenges and Good Governance aligned;
• Actualities Good Governance addressed;
• The Board had the opportunity to ask governance related questions;
• The Board reflected on functioning of the Board (compliance, Board Dynamics) and lessons learned;
• The Board evaluated the current and necessary Board composition(s) to be future, governance proof.