Take a deep dive into the common challenges that credit union boards face, and the cutting edge methods available to overcome them. We’re sharing the easy steps boards can take to get more aligned, stay aligned, and realign if needed. We’re also talking about ways boards can handle the tougher topics that often go unaddressed.
Nationwide, credit union boards are experiencing a similar challenge in finding the best possible talent to serve in a volunteer capacity (apparently citing the potential liability is not a great selling point!). The old method of recruiting and onboarding directors no longer works, and many boards are scrambling to fill a single position.
DDJ Myers highlights the best practices for board recruitment that will result in a pool of well-qualified and eager candidates who are ready to contribute in a fiduciary and strategic capacity.
In this discussion, we’re talking all about the competitive landscape that requires boards to operate in a strategic capacity. We’re taking a look at the critical steps on the path to reaching new levels of strategic insight, capacity, and impact as a contributing board.
We’re discussing the central characteristics in executives that have transitioned from being tactically effective to strategically impactful, and shedding light on what it takes to enact a strategic perspective to create meaningful and long-lasting change.
The most important singular decision a board makes is hiring the best possible CEO to fulfill the organization’s objectives. However, discovering shared priorities, normalizing the rhythm of coordination, and effectively evaluating the CEO’s ongoing performance can feel like a full-time job—especially for a volunteer board!
Best practices will be highlighted for boards to implement a performance evaluation method that is substantive in content, rigorous in evaluation, and encourages improvement and alignment on the most important priorities.