Whether your organization (large or small) needs a “big fix” or simply a check-up, I can help you.

Some organizations need everything, the proverbial soup to nuts. Together we explore the distinctions between governance and management. We define the role of the board, move on to the performance expectations of the individual board member, and then focus on board member recruitment.

Other organizations just need a check up and some tweaking here and there. Often the tweaking involves designing board meetings that pay attention to corporate governance. And, sometimes, we focus on overly-powerful board chairs and executive committees.

No matter where you are, once our engagement is complete, you’ll end up with written policies and procedures. And your board and staff will better understand the distinctions between management and corporate governance.

To get started, call 401-397-2534 (USA) or email spjoyaux@aol.com

“This consultancy has been the best investment we’ve ever made. You have been a wonderful help to us in turning this organization around and giving it new life!” (Healthcare  CEO)

“There is no way we could ever pay you for what you’ve given us. Your presence gave us a fire, a hope, and a belief that we can get better.” (Connecticut Executive Director)

“With Simone’s guidance as our foundation, we’re far beyond where we dared hope to be.” (Historical Society Executive Director)

“It was truly remarkable how you managed taking us through such tough topics, and energize and activate us.” (Executive Director, Mass arts organization)

Board Development and Corporate Governance Consulting Services

  • Defining corporate governance, its systems and processes, policies and procedures, scope of authority and limitations (Handout: Basic Principles of Governance)
  • Identifying the skills, behaviors, and diversity necessary to carry out good corporate governance
  • Defining the performance expectations common to all board members (Handout: Board Member Performance Expectations)
  • Identifying and screening candidates for board membership
  • Nominating and electing, orienting and developing good board members
  • Evaluating board member performance and thanking and releasing non-performers (See my NPQ post, Firing Lousy Board Members. Better yet, read my 2014 book Firing Lousy Board Members – And Helping the Others SucceedIt’s short, easy to read, and gives you specific tools and tips.)
  • Designing the corporate governance structure including officers and committees . . . and maybe destroying your executive committee if you have one (See my NPQ post, How to Revitalize your Board: Destroy Your Executive Committee)
  • Succession planning for officers and committee chairs
  • Evaluating board and board member performance (Handouts: Governance Self-Assessment); Board Member Performance Appraisal
  • Designing effective board meetings, the only time that corporate governance happens
  • Ensuring that the CEO fulfills his/her leadership obligations to ensure good governance
  • Evaluating your bylaws

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