If the devil’s in the details, the details are often found in paperwork
I believe governance paperwork should be easily accessible, and easy to use. But you also have to get it right.
In New Zealand, starting a business and agreeing to be a director is easy. Check out this free guidance. Once you know who your directors are, there’s an online “director consent” form to use to register each director. That makes it feel simple.
However, that’s just the start. Making it easy doesn’t mean directors can take paperwork lightly.
I recommend companies give every board member a thorough welcome letter. It helps them feel valued and clear about their responsibilities. In that letter, you also have an opportunity to clearly outline the expectations your company has.
Around the board table, everyone needs to be on the same page – literally. Assumptions and/or misunderstandings can quickly push working relationships off track. Sometimes the problem stems simply from tone. I’ve seen onboarding letters that are so formal and weighed down with legal-ese, they can be scary. That can create a less-than-ideal working environment from day one.
Bottom line, governance paperwork should carry the right amount of weight, be in line with all your organisation’s governance processes, and set the right tone from the start. Governance paperwork shouldn’t be taken lightly – and it needs to be right.