If you really want to make the most of board meetings, this is how.

When I write and speak publicly about business, I usually like to rely on solid data. In this case, the data is my own experience, both as a current CEO and as a turnaround executive whose job it was for many years to pull ailing companies out of a downward spiral.

As a result of my career choices, I’ve found myself in a lot of board meetings where I quickly recognized a trend. All these companies had big problems — big enough to warrant bringing someone like me in — and they all had a serious flaw in boardroom methodology. If we shed some light on that flaw and contrast it with what a board meeting is supposed to look like, then hopefully, what you’ll take away from this article is a fundamental construct for improving your organization’s meetings (boardroom and otherwise) and ultimately giving it a strategic advantage.

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