Effective Boards ( 15 Minutes )

Feedback both positive and negative is important for personal development as it helps us to become more aware of what we do and how we do it. Both in good and bad ways, this feedback can then be used to self-develop and improve our practice.

Gill puts forth his four pillars of excellence in which he thinks every good board possessed. These pillars are Board Development, Management of board work and meetings, decision making and . board and organizational culture.Throughout this paper I will show how after the departure of sarah the league designed and created a good board by implementing each pillar.

If the feedback is questionable then it becomes useless because it is not trusted. Positive and negative feedback will be more readily accepted if it is kept even, if it is more of one then it may not be received well by the learner for reasons that become obvious within the learner’s behavior or work.

Feedback is important as it sets up targets; the person knows what to improve. It motivates people and helps them to focus. It helps identifying the strengths and weaknesses. It expresses what is important to the organisation and the job and reduces uncertainties in people.

The purpose of feedback is to let me know what I am doing is correct or indeed incorrect as the case may be sometimes. It’s as useful to know you are doing things well and in the fashion expected as well as the areas that require amendment or improvement.

I'm always open to feedback and have asked for feedback many times. I don't feel I've gotten as much feedback as I'd like. I have also asked a number of my direct reports how I could do my job better for them. I've made a number of changes based on their feedback. I feel like I could improve my efforts to solicit feedback from those I work with outside the MDC.

It is important to be objective when receiving feedback to possibly consider room for improvement. Sometimes you don’t see the errors or mistakes you missed; by receiving feedback you might be able to catch the errors or mistakes because the person that gave you the feedback caught. The one thing you need to consider is that all feedback may not positive. You need to keep an open mind and take into consideration that persons thought.

By getting feedback, we can identify areas for improvement, eg, somebody says you need to learn to cook, we can then ask for help or training from our manager.

Positive feedback is easy and motivational it is as easy as telling a co-worker “job well done” (Employee Feedback-How to Build Staff Morale and Grow Your Business). Thank people for a job well done. “Thank You” takes very little effort feeling valued and appreciated helps moral and self-esteem. Congratulate a person for taking initiative and for solving the problems for others. Discuss career opportunities even if they are outside of the current workplace. Celebrate successes as a team.

Board self-analysis should include what all directors/trustees think about: their collective tackling of the preceding nine measurable elements in the last year, the organization’s prospects for the future, and their individual contributions and misgivings about what each has done or not done for the organization.”

My goal for the first part of the interview was to find out how the board is structured and how it works together to accomplish goals. I learned that the board currently has 16 members, one less than usual because they have left an open space to be filled by one of the three prospects they have been hoping to recruit over the last year. Their bylaws allow them to make such strategic adjustments, if necessary. According to readings and lectures from class, a 16-member board is average sized; however, my interview with Roger suggests that other boards are significantly larger, at least the ones that he has served on in the health and welfare sector. Additionally, a board of 16 can feel very small when many of the members do not have

Members Characteristics – Overall, Hausman did a good job on assembling his board of directors. When determining who will make a good board member there are several things to look for. First a good board has an expert in legal matters, accounting, marketing, human resources, and finance. The only expert missing from RO’s board is a human resources expert. Next it is important to ensure that all board members will be able to regularly attend meetings. While most board members were local, several were not, and it was an area RO could improve. Also for outside members of the board, it is important to have knowledge of the industry and/or target market. With the appointment of the EVP of a large health snack company, Hausman made a good appointment (although location is an issue), but the knowledge that the CEO of the tech company may bring to the table may not be valuable. Finally, it is important to have complimentary personality traits. Overall, the RO’s board of directors is a strong, valuable board.

The board will help set strategies, direction, vision, hire/fire top management, monitor and supervise top management, oversee the use of resources, and care for shareholders' interests (Wheelen & Hunger, 2006, pp. 36-37).

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces

There is extensive research on board composition and the importance it places on different aspects of organisation performance. (Kang H, et al 2007).