The art of proper supervision
What’s going on?
- Society demands that non-executive board members improve their professionalism.
- Non-executive board members have to meet an increasing number of requirements: know-how and behaviour
- Supervising is about functioning in a divers team
- Supervising is about trust.
- As an advisor I assist in self-evaluations of non-executive boards (profit and non-profit).
- As a coach I support recently appointed non-execuitve board members in finding their role.
My contribution as a consultant
In self evaluations I pay particular attention to:
- The relationship between the executive board and the supervisory board;
- How the chair performs;
- The way the supervisory board acts as a team and
- Governance requirements.
To do this, I use a digital questionnaire and hold individual interviews, among other things.
My own experience
Since the end of the eighties I’ve been a member of more than ten supervisory boards. The first ones were at independent DSM subsidiaries (in North-Western Europe). Subsequent ones were at a sustainable bank, two rehabilitation centres, a sustainable consultancy firm, a housing corporation, youth care and in a family business. I also completed the non-executive prograam at Nijenrode Business University.
- IN-Board (INSEAD alumni)