Boardroom Consultants' Roger Kenny talks about dysfunctional directors, the role of third parties, and what today's companies need
Boards of directors can become dysfunctional for a number or reasons: if members lack the right skills, don't prepare for board meetings, or seek to dominate the proceedings, says Roger Kenny, president of New York-based Boardroom Consultants, a unit of Slayton Search Partners. Doing the job of a director requires a delicate balance between being more assertive than in the past but not so assertive as to undermine management, he adds.
Here are edited excerpts from a recent conversation:
Overall, are boards of large, publicly traded companies managing themselves better than they were in the Enron era?
A lot of incredible things have happened. Five years ago, we didn't always have a leader of the board. Ten years ago, we didn't have executive sessions on boards without the chief executive officer being present. Fifteen years ago, we didn't have governance committees. All that has happened.
So what goes wrong on a board?
See full Interview.
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