A board that rubber-stamps, or gets into the weeds.

"Our board either rubber-stamps everything or gets into the weeds. Nobody knows where their authority ends."

Both failures feel like a people problem — the wrong members, the wrong chair. It is almost never that. Nobody ever wrote down what the board is actually for, so each member improvised a role.

If nothing changes

What this costs you.

No written CEO evaluation means no record when you need one most.
A crisis arrives and nobody knows who decides.
A major funder asks for your governance documents and you assemble them in a panic.
Your successor inherits a board with no memory of how it was supposed to work.

What we do

Governance & Board Development

Both failures come from the same root: nobody wrote down what the board is for. We build the charter, the decision rights, and the accountability rhythms that make governance real.

The question that exposes it: when did your board last formally evaluate the CEO in writing? For most organizations, the honest answer is never.

The plan

Three steps.

Audit what exists

Charter, composition, skills, meeting rhythm, and the decisions the board has actually made in two years.

Write it down

Charter, decision-rights matrix, committee structure, and a written CEO evaluation instrument.

Make it a rhythm

Annual calendar, evaluation cycle, succession and emergency continuity — installed and run once with you.

What you get

Concretely.

Board charter and decision-rights matrix
Composition audit and skills matrix
Annual written CEO evaluation instrument
Succession and emergency continuity plans
Conflict-of-interest, whistleblower, and safeguarding oversight

What changes

On the other side.

A board that governs rather than manages or defers, and documents you would be comfortable handing a regulator, a major donor, or your successor.

Is this your constraint? → Read the board charter guide →

Six minutes, free, and you keep the results either way.