Andrea Zopp

Director, Henry Ford Health System, Relativity, Federal Home Loan Bank of Chicago, Empowerment & Inclusion Capital I Corp. 

Good boards often make bad decisions. They make bad decisions about management and governance. They make bad decisions about people and process. They make bad decisions about strategy that have long-term consequences.

Why Does This Happen?

People serve on corporate boards for excellent reasons, including networking, enhancing their credentials and using their business knowledge in new ways. There is often compensation, averaging about $74,000 per year.  

Eight important ways directors can help grow their companies’ sustainability programs. 

Boards are wrestling with evolving global financial reporting standards, regulations affecting other communications and investor expectations about their companies’ ESG programs. Each company’s ESG challenges and opportunities are different, and each company is likely at a different stage in its ESG program development and implementation. 

The confluence of the pandemic, the global racial reckoning, the war in Ukraine and the climate crisis has created a defining moment for boards and board leadership. As “unprecedented” becomes the norm, ESG has become more vital than ever. The related pushback by states like Florida and Texas has created a unique and challenging environment for boards and CEOs in a heated U.S. political environment. 

A recent survey shows an increased percentage of diverse board members, but limited opportunity in leadership ranks.

The boardroom voice is growing for women and people of color. 

Directors need to understand their role in process oversight, emergency planning, transition dynamics and more.

The CEO runs the company, but the board must take responsibility for the lead executive’s performance.

Lisa Greer Quateman
Director, Western Asset Mortgage Capital Corporation, ITR Concession Company LLC, Scherzer International; advisory board, Lyles Diversified

Directors & Boards: What was the first board you joined?
LGQ: My board journey began many decades ago when, as a law student, I was placed on the board of Central Wholesale Market Company, my family’s real estate business.

A blueprint for boards, diverse candidates and potential allies.