Why you should fire your board (maybe): How boards underperform and what executives can do

Keith Wysocki and Kori Stanosheck

Management in Healthcare: A Peer-Reviewed Journal, 2019, vol. 3, issue 4, 388-394

Abstract: This paper outlines what healthcare executives can do when their governing boards are not fulfilling their fiduciary duties or providing adequate oversight to the organisation. Many healthcare boards are not recruiting the right people, spending enough time on strategy or following other recognised industry best practices. Making the board more effective may require ‘firing’ a person from the board or ‘firing’ a practice the board has been engaging in. The paper focuses on signs executives should look for in diagnosing subpar board performance and principles they can follow to make their boards more effective. If executives help hold boards to a high standard, the board can become a thought partner to executives and an asset to the organisation.

Keywords: board assessment; board competencies; board evaluation; governance; healthcare; healthcare governance; intentional governance (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:aza:mih000:y:2019:v:3:i:4:p:388-394

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