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Credit union boards can use this checklist to consider whether their governance qualifies as “high performance” or whether improvements can be made in key areas.
Boards need to go beyond thinking about finances and strategy and hold discussions that frame challenges in a whole new light.
Is it OK for a credit union to hire a board member or use the services of a director’s business? Two attorneys look at these and other examples that fall close to the conflict line.
Recruiting talented young professionals is essential for aging credit union boards. In an age when community charters are common, it’s more important than ever that boards reflect the make-up of their memberships.
Board members are expected to participate in making decisions. This means that, for the most part, they should exercise their right to vote, but when is it appropriate to abstain?
A comprehensive orientation can help streamline the process of that new directors need to become effective members of the board. Following a few guidelines will ensure the orientation process is effective.
This case study is taken from CUES® Succession Planning Essentials: Helping Credit Unions Prepare for Tomorrow Copyright 2007.
Having a clear understanding of how board members should interact with an organization’s staff is an important characteristic of an effective board. Learn from three governance experts the steps to take to create the right balance between oversight and management.
A governance committee’s charge is to ensure the board continuously strives to be as effective as it can be—both by proactively monitoring the board’s composition and by focusing on board development, education, and assessment for individual directors and the board as a whole.
The role of the board is strategic. Here’s how one credit union CEO and his board work to maintain the board’s focus on strategy rather day-to-day operations.
Diversity on a board does not mean only racial diversity; it can also include age diversity. This case study highlights some of the cultural challenges one board faces when a young director joins the board.
What makes an effective board meeting? Here are one board chair’s key indicators.
The need for sharing information faster forces boards to find and adapt to new ways of communication. How should boards prepare themselves for new technology while still remaining effective in their decision-making?
This paper provides some ideas for demonstrating appreciation for a former board member’s commitment and service by inviting him or her to continue in a different capacity within the organization.