How To Build A Board Of Directors - CiteHR
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Raj Kumar Hansdah
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Here's an article on how to build a borad of directors . Simple steps to a gigantic tasks !

Ask a young CEO what frightens them most about their own company and they'll likely tell you about nightmare board meeting scenarios.
These nightmares are gatherings with long, time-consuming presentations, bickering board members, deadlocked decision-making, sneaky power grabs or, perhaps worst of all, a rubber-stamp committee that might as well not exist at all.
Scary as that might be for a new business, those situations are easily avoided by being smart about how you set up a board of directors in the first place. You have to pay special attention to a wide spectrum of details about the advising body, from having clearly stated goals to ensuring members with disparate backgrounds are able to cooperate .

Building a Board of Directors: What Kind of Board do You Need?
The first step is figuring out what kind of board your business needs. Many start-ups or small companies choose not to set up an official board of directors until they either get some outside investment or start to grow quickly. Instead, some companies opt for a less formal advisory board, which doesn't have an official role overseeing finances or making business decisions, but can still help guide the company.
"They don't have the legal bells and whistles but they do provide some great advice to the CEO or founder," says Gaye van den Hombergh <link updated to site home> ( Search On Cite | Search On Google ) , president of Winning Workplaces, which works with companies to improve workplace environments, and with which Inc. partners to make an annual list of great offices.

To continue reading: How to Build a Board of Directors
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Dear (Cite Contribution)
Thanks for the article which highlights one of the most crucial link to good Corporate Governance.
I hope in future, this aspect gets more attention.
It is sad to find that, more often, the issue is not about able, visionary Directors; but more about who are 'amenable' and 'understanding'.
Unfortunately, in India, under the 'jugaad' theory, 'near relatives' and 'close friends' make the best of Directors !!
Study the composition of BoDs of most companies; if you find it incredible.
Warm regards.
Dear Raj,

Agreed, we follow nepotism when it comes to hiring for important role. As described by Peter Cappelli 'Jugaad' stands one of the strength to India corporate. It helps in converging small resources in a magnum opus. But then, this 'jugaad', do have a twist to it. Funnily all such distributed roles hire a bench of influencers, who provides the real merit to the company. This may not sustain for long. But at this moment, you are right, nepotism rules!

Regards,
(Cite Contribution)

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