How do you handle board transitions and ensure a smooth handover of responsibilities and relationships?

Term limits help -it allows for succession planning to be built into board timetables. And from the outset of the onboarding process of board members, the Chair keep in regular contact with them, advising and guiding on their performance, and having an understanding of what their expectation are. A comprehensive board evaluation process and and a regular rotation of responsibilities for example, Chairs of sub committees or specialist roles such as renumeration committees- this enables experience to be developed throughout the whole board Bring in outside observers of boards in action - allows for a more holistic view of skills, expertise and gaps

I agree. In general, assuming staggered terms and term limits, the majority of a board does not turn over at the same time. In my experience, it may be a percentage of current members who cycle off every few years. Though I note a tendency of some nonprofit Boards to maintain long standing members, especially if they are significant donors. When Boards have vacancies or seek to expand or diversify, they then face the decision of how to be strategic about recruiting new members and shaping the future Board. I generally rely on self-identified Board skill set matrix, demographics and self evaluations as a means to identify existing Board gaps and needs.

A well functioning board will have an eye on the strategic changes needed and ensure talent is being developed up through the ranks. They will also ensure a complimentary set of skills to be brought to the forward, ensuring diversity of perspectives and thought. This should always be adapted to new challenges as the world they operate in evolves - something that can be hard to strike a balance on in the current rapidly changing world we live in. Finally, the board should have sufficient stability to stay true to the organisation’s roots and culture.

When it comes to managing board transitions, I prioritize clear communication among all stakeholders, including the incoming and outgoing members. Documenting crucial information, such as ongoing projects, strategic plans, and historical insights, plays a vital role in facilitating a smooth handover of responsibilities. Furthermore, I focus on fostering strong relationships among board members, encouraging open dialogue, and promoting team collaboration to ensure a cohesive transition. By actively facilitating introductions and nurturing connections, I help build a sense of trust and camaraderie, which is essential for the continued success of the board…

I completely agree. However, in situations where a Board is seeking to diversify itself, relying on existing networks to identify new Board members maybe insufficient. Although BoardSource and BoardMatch may sometimes be useful, I have not generally turned to them to seek Board talent. It may sometimes be necessary to reach out to recruiters to help diversity a Board and the pool for future candidates.

The best talent within esports always grows from the seeds of the old guard: MRKN Clan One of the first esports organizations (established in 2,008) Worldwide recognition with the best cyber athletes. From the seeds of MRKN Clan grew many of the best industry professionals as the organization has developed talent beyond what many could by paying salaries in Call of Duty esports ($2k per month) back in 2,012-2,013. Many esports organizations have learned from MRKN Clan but they'll never have rich history going as far due to their poor foundation. I would know. My first esports startup company failed back in 2,018. Later I became senior marketing director of MRKN Clan. Now I'm a certified esports professor.

The over-reliance on personal networks for Board roles is probably the singe biggest barrier to diverse and effective boards. Many boards have independent directors who are often way behind the curve when it comes inclusion. So it takes a concerted effort from the Chair and CEO to change things.

La promoción es clave en la fidelización del talento. En toda organización debería existir una matriz de sustitución para asegurar tener a personas promocionables para todos los puestos. Cada persona debería ser responsable para tener como mínimo “su” sustituto.

?? Furthermore, consider establishing a nominating committee or task force responsible for overseeing the talent pipeline and recruitment process. This committee can develop a comprehensive recruitment strategy, including timelines, outreach methods, and candidate evaluation criteria. Encourage diversity and inclusion in the candidate pool by actively seeking individuals from underrepresented backgrounds or marginalized communities. Provide training and resources for board members involved in the recruitment process to ensure fair and unbiased selection. Regularly review and update your recruitment strategy to adapt to changing organizational needs and external dynamics.

This is especially important. Transparency and communicating clear expectations by providing clear standards, duties, and resources is key to a successful onboarding for both board members, but also moving into board officer roles.

?? Make sure that new board members have access to relevant training opportunities to improve their skills and understanding of board governance. Let's encourage open communication and create a welcoming environment. This will help new members feel comfortable asking questions and seeking clarification. We will provide ongoing support and feedback to help new members integrate smoothly into their roles and contribute effectively to the board's work. Consider conducting periodic check-ins or evaluations to assess the onboarding process. Address any challenges or concerns that arise. Thorough onboarding and orientation set the foundation for a cohesive and high-performing board team.

The Boards I sit on have different approaches to onboarding and I don't think it's a one-size-fits-all all. We need to be careful not to overwhelm new board members with paperwork and 'unnecessary meetings' just for the sake of it because this is not what boards are about. If you've hired the right person the company secretary or another Board member can work with them to strike the right balance by coming up with a tailor-made induction plan to get up to speed and fill knowledge gaps in a prioritised way.

Ensure early planning, document key information, facilitate knowledge transfer, establish mentorship programs, conduct orientation sessions, maintain transparent communication, and evaluate the process. Foster continuity, legal compliance, and open dialogue for a seamless transition, preserving relationships and responsibilities in the organization.

El onboarding es clave para personas de nueva incorporación, pero también para personas promocionadas. La transición es muy importante para aprovechar lo que está bien hecho y poder trabajar con eficacia los ejes de mejora.

Some of the best Boards I've been on have easy-to-access, searchable, online repositories of previous papers which helps with knowledge transfer. Board time together, on a social level, typically over food, is useful for building relationships. So arranging some of the meetings around lunch or dinner is a great way to do that.

Personalmente creo que la transición es determinante y por ello creo que es importante hacer uso de las siguientes prácticas: Realizar reuniones conjuntas entre la junta saliente y la entrante para que puedan trabajar juntas durante un período de empalme. Esto permite una transferencia de conocimientos más efectiva Asegurar la continuidad operativa durante la transición y que no hayan interrupciones significativas en la toma de decisiones y la implementación de estrategias. El presidente de la junta y el secretario deben ser los guardianes de ello Fomentar una comunicación abierta y regular entre los miembros salientes y entrantes, creando canales para preguntas, discusiones y actualizaciones.

If you can have overlap for a board role especially in the committee focus areas - do it. Have the outgoing members do a write up for the incoming person, encourage them to meet them prior to starting and to be available for questions for a set period of time after.

?? Consider implementing mentorship or buddy programs to provide guidance and support for new board members. Encourage cross-training and shadowing opportunities to allow incoming members to gain firsthand experience and insights into board processes and decision-making. To help new members establish connections and deepen their understanding of the organization's ecosystem, we can facilitate networking events or introductions to key stakeholders. By promoting knowledge sharing and relationship building, we can foster a collaborative and cohesive board culture, which strengthens the overall effectiveness and resilience of the board.

Knowledge transfer is more than just documenting information and handing it over. It involves explaining - whether written or oral - the current state of affairs. For some areas in which board members are more familiar, such as finance and revenue, less explanation is needed. But with the organization's cyber risk landscape and current cyber risk management strategy, for instance, it's all the more important to ensure that whoever is receiving the information can tangibly understand it. This entails ensuring that otherwise complex cyber risk metrics and KPIs are translated into a broader business language, such as event livelihoods and monetary implications. With this language, the transfer of information is much more straightforward.

Board effectiveness, in any area, is not something that many teams truly evaluate. But it is critical for improvement. The Board succession plan, subject to confidentiality, should be a part of the business strategy and reviewed periodically in the same way that other strategic objectives are monitored.

Uma li??o prática que aprendi é que o plano de sucess?o nunca pode ser estático. Regularmente, revisamos o plano de sucess?o com base nas mudan?as estratégicas do negócio, garantindo que estamos sempre prontos para lidar com transi??es repentinas sem perder o ritmo.

Este paso se suele obviar, pero es muy importante para asegurar la mejora continua. Los egos aquí pueden ser un freno importante y el presidente o responsable de RRHH pueden un papel importante para coordinar esta labor.

A good succession plan is like an insurance that will help navigate the company whenever a change happens. Good companies start finding the successors as soon as the position is filled. Also it is a guidance laid down in the Financial Reporting Committee UK. Ensuring proper CPD and Evaluation is very important. I can assure you that in case of great companies like Berkshire/Apple/HDFC the planning for next successor starts very early even before the question appears in the minds of stakeholders.

The final step in board succession planning is to evaluate and refine your plan based on outcomes and feedback. Monitor board performance, engagement, and satisfaction, as well as governance impact. Gather input from board members, staff, stakeholders, and beneficiaries to improve the process. This ensures your succession plan remains relevant, effective, and responsive to organizational needs and changes. Adapt and evolve for success.

When it comes to ensuring new board members have a handle on the organization's cyber risk landscape, make sure there are regular meetings scheduled with the CISO. Communicating with these executives will be key for a board member to succeed in their new role and take on more leadership responsibilities. Cybersecurity is easily becoming one of the top business risks in today's marketplace, so helping your successor develop a relationship with cyber personnel is critical for a smooth transition. Moreover, these meetings can ensure that cyber terms continue to be talked about in a broader business context amongst high-level stakeholders, allowing those who are new to the boardroom to more easily factor cyber into overall strategy planning.