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A few good friends and family members may not be enough to make the most effective board for smaller companies. Give serious thought to retaining (and paying) outside directors
A few years ago, when discussing an assignment with a potential client, who was the sole owner and operator of a substantial firm in a small Ontario city, I asked for a list of his company's directors. Although, he "couldn't quite remember because there are many subsidiary and related companies," he thought that, together with himself, his wife, his son and perhaps his vice president of finance fulfilled these functions.
Having identified the company as a proprietorship, I requested the names of the company's solicitor and accounting partner. The owner answered that in 40 years of operation he had no reason to know them because, as service providers, they dealt with the appropriate functional manager.
I persevered, asking for the names of his business friends, those whom he could approach for advice or whom he could count on for support when business issues presented him with challenges beyond his personal experience. After pondering the question for a while, he finally suggested that the only person he might include would be his bank manager.
My client was not a typical loner, but an outgoing, friendly person whose business required continuous interface with all manner of customers, suppliers and lenders. He also played a prominent role in community affairs.
Within 16 months of our conversation, the bank manager had transferred my client's corporate loans to the bank's special loans squad and a receiver had been appointed.
MANY BOARDS COMPRISED OF "WRONG" PEOPLE