When I read this week that two board members of Manhattan’s Whitney Museum of American Art had resigned, I was delighted. Not because I knew either one of them, but because their resignations bring to light an issue that boards ignore until it bites them.
Over the decades, I have worked with the boards of dozens of
organizations to help them build strong, strategic boards. We first always identify the ideal of what
they would like on the board—from demographics and expertise to
access/connections and personality traits—and work Read more