Protiviti, Board Prospects, and Broadridge recently surveyed more than 1,000 directors and C-suite executives worldwide (83% US) across company types, industries, and sizes to understand perspective variations and opportunities for improving board performance. Results are reported by respondent group, i.e., board members, C-suite, and those serving in both a director and C-suite capacity (dual role).
Notably, directors acting solely in that capacity ranked their boardroom performance more favorably than either the C-suite or those respondents acting in a dual role along every dimension of “board meeting dynamics” surveyed other than with respect to their ability to impact the agenda in advance of formal meetings.
The report suggests that the board chair or lead director consider involving all directors in creating the board meeting agendas to promote director engagement.
Respondents primarily (83%) represented US-headquartered companies and, worldwide, consisted of 61% independent directors, 21% members of C-suite management (35% CEO), and 18% directors and executives serving in dual roles. See these key takeaways from Board Prospects (p22) and Protiviti.