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Governance Published Info

Page 6 of 8

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Generative Thinking

Lisa Hochgraf

Boards need to go beyond thinking about finances and strategy and hold discussions that frame challenges in a whole new light.

Conflict of Interest: Examining the Gray Areas

Bruce Pearson, Esq., and Tim Oppelt, Esq.

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.

Northwest Community CU Uses Technology and Old-Fashioned People Skills to Recruit Young Volunteers

Ron Jooss

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.

Tracking the Relationship between Credit Union Governance and Performance

Jesse Chen, Antonio Spizzirri and Matt Fullbrook
Authored by Jesse Chen, Antonio Spizzirri and Matt Fullbrook of the Clarkson Centre for Board Effectiveness at the University of Toronto's Rotman School of Management, Tracking the Relationship between Credit Union Governance and Performance finds a direct link between effective CEO evaluation and credit union performance. This research also shows several areas ripe for improvement by CU boards: time management, director evaluations and continuing education.

Appropriate to Abstain?

Marla J. Bobowick

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?

Board Orientation

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.

Board Development Case Study - NuUnion CU

CUES® Succession Planning Manual

This case study is taken from CUES® Succession Planning Essentials: Helping Credit Unions Prepare for Tomorrow Copyright 2007.

A Not-So-Happy Hour

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.

The Work of the Governance Committee

Berit M. Lakey, Ph.D.

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 Line between Oversight and Micromanagement - Methods to Keep Fellow Board Members Focused on Oversight

Interview with David Whitehead

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.

Youth Movement

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.

Exceptional Board Meetings

Marge White

What makes an effective board meeting? Here are one board chair’s key indicators.

Virtual Board Meetings

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?

Involving Former Board Members

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.

Boardroom Confidential

Board members must be willing to maintain confidentiality. This case study provides key steps to follow in the event that a director fails to do so.

Page 6 of 8

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