Being an effective director is a learned, not innate, skill. Nor is it a static proposition. Standards for directors change over time, especially as we consider more about what directors should do, and as we learn what happens when there are important things they don’t do. To ensure and improve their effectiveness, directors must continually evaluate how best to meet their fiduciary, legal, ethical and corporate governance responsibilities.
To help in this undertaking, this is the first of an occasional series of “how to” columns on directing.
