Finding directors and assembling a high performing board with all the required competencies is a challenge and always a work in progress.
A balance of best practises is needed to mitigate problems caused by conflict, collusion, unethical and uninformed behavior.
Outside the board, sources of balance can be found in professional staff when they fulfill their governance role in providing information that has correct format and content to the board for deliberations.
Some third party assistance may be required such as an accounting firm or governance consultant to do the board’s needs assessment and director vetting and election procedure in order to prevent perception of collusion, conflict and to preserve director independence.
So far any organization that I have been involved with has comparatively under developed board succession policy. Desiree mentions an on-boarding and it is presented in such a fashion that usually it is more about understanding the business and very little about board roles and governance
Cheryl points out that each industry is so different with regulations/ expertise and knowledge requirements. Where ever I end up I try to champion what isn’t being talked about but what needs to be talked about and introduce best practise that might have the greatest impact. Definitely not the easiest path though.