![]() Based on these experiences, my own perspective "needle" has shifted a bit more toward "full disclosure and involved oversight" by the board and a bit further from involvement in all significant issues that create any form of risk viewed as micromanagement. These measures have proven to be necessary to prevent the serious issues of the board being selectively informed, which ultimately meant the board was kept in the dark on matters which controlled significant issues of the corporations true condition, thus the board was never able to govern properly with full knowledge. All amended operational manuals are to be provided to the board upon their implementation by management. As a needed balance to provide the most efficient environment for management to continue to operate, management is responsible for drafting the specific operational manuals for day to day procedures of each department, with each of those manuals being included in the larger policy and procedure manual, which all board members are given. The board is now in the process of reviewing and approving the entire policy and procedure manual. The problems developed under the expressed concern of avoiding having a board that "micromanaged". The new executive began to provide information which the board had not been given, and as more information came to light over a number of months it became evident to all members of the board, including the board chair, the past boards had lacked very important information about many of the HR and executive level administrative practices which led to significant problems. ![]() A top executive, employed by a board I sit on, left their position after many years. Response #6: This post is not related to my immediate employer, but based on personal experience, which may benefit this group.
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