Despite the best intentions, board members may sometimes be disconnected from their oversight obligations. This is often the result of poor group dynamics–rivalries or dominance by a few directors, and a lack of communication. These stop the board from participating in the collective debate essential for effective decision-making.
The board could also not create the right internal structures that will allow it to carry its responsibilities for performance assessment. This typically involves the establishment of committees or officer positions whose duties include collecting, analyzing and presenting results of evaluations to the entire board for discussion. It is highly unlikely that the board will be able to effectively supervise these aspects if they’re left to the CEO and management team.
The board may miss the overall performance of its company if it doesn’t consider behavioural aspects when the evaluation of individual directors’ contributions. This results in a perfunctory process that is carried out to satisfy listing requirements, or to provide lip service to good governance.
There are many ways that boards can improve their performance as well as fulfill their fiduciary responsibilities. The starting point is to focus on the level of human interaction in the boardroom. This can be achieved when the board is flexible and resilient, as well, and strategically. It is also important to have the proper mix of experience and skills, including gender diversity. This allows the board to get a wider range of perspectives and more effectively tackle the most pressing issues. This helps the board to create a collaborative environment that encourages open communication and diverse perspectives.
http://www.boardroompro.net/5-organizational-assessment-tools-for-nonprofits/