Build Better Boards

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin dig into CEO succession planning, using Egon Zehnder's article "CEO Succession Planning for Tomorrow's Success" as a launch point for what boards should actually be doing right now.Succession is not search: Search is the moment you pick someone. Succession is everything that happens in the years before. Most boards collapse the two and start far too late.The math is coming: In rural electric alone, roughly 500 of 900 CEOs will be eligible to retire in the next five years. One in three CEOs across sectors exit with little or no notice. If your board hasn't talked about this, that's the risk.Six benefits of starting early: Risk mitigation, board alignment, development of internal candidates, honest assessment of external candidates, smoother transitions, and strategic continuity. Keri and Richard walk through each with examples from co-op boardrooms.Five obstacles to name out loud: Delegating the process to an incumbent CEO with conflicting interests, starting too late, insufficient board exposure to internal candidates, bias toward external hires, and resistance to change when a popular CEO departs.Say goodbye to the long goodbye: Richard pushes back on drawn-out transitions. Continuity matters. Endless overlap does not. The day you announce the new CEO is often the day they should be the CEO.Responsible vs. accountable: The CEO is responsible for executing a leadership development strategy. The board is accountable for ensuring one exists. Keri frames this as part of a board's fiduciary duty.Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, host Dr. Keri Jacobs talks with Sylandi Brown (Manager of Communications and Administration, Middle Georgia EMC) about why the cooperative is better understood as a movement than a model, and what that shift means for how boards recruit, govern, and engage the next generation.Movement, not model: A model is something you apply. A movement is something you participate in. Sylandi's framing treats the cooperative as a living thing that stretches and changes as membership changes.The cooperative identity test: Before asking how to attract younger members, boards should ask whether the seven principles are visible in everyday practice, or whether they only show up on the wall.Steward the seat: A director isn't occupying a seat for themselves. They're stewarding it for the membership and the future. That mindset shift changes how boards think about continuity, turnover, and pipeline.Engagement beyond the board seat: Advisory councils, committees, and structured touchpoints give members a meaningful voice without forcing a binary choice between the annual meeting and running for election. That matters most for younger members who want to participate before they're ready to run.Authenticity is the currency: Younger generations watch the gap between what an organization says and what it does. The co-op values align well with generational values on paper. They only matter if they're lived in leadership behavior and decision-making.Connect with Sylandi on LinkedIn or at www.sylandibrown.com. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, Richard Fagerlin, Mitch Majeski, and Dr. Keri Jacobs dig into a question that shows up in boardrooms all the time: when is a board governing, and when is it slipping into management? Using a framework Keri has been sharing with boards, the conversation offers a practical way to assess where a board is spending its time and whether that time is being used in the highest-value way.Keri makes the case that while boards may legally have the authority to manage a cooperative, that does not mean getting into the weeds is the best use of board time.The conversation walks through five dimensions boards can use to assess themselves: where the board spends its time in meetings, where the board focuses, how decisions are made, how oversight is handled, and the culture or posture of the board.One of the most helpful parts of the framework is the reminder to evaluate real meetings, not just general impressions. Looking at the last one to three board meetings gives directors something concrete to react to.The goal is not to shut down discussion or force every board into the same model. It is to help boards notice where they may be spending too much energy on management-level operational detail and where they can strengthen strategy, accountability, and policy work.This kind of assessment gets even more useful when CEOs or management teams weigh in, because they experience the board’s impact in real time and can often see patterns directors miss.You can access Keri's slides by emailing her at [email protected]. Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs explore how boards can maintain momentum between meetings instead of resetting progress each time they convene. They share five practical practices to help boards stay aligned, engaged, and proactive throughout the year.Clear ownership after decisions ensures follow-through by defining what was decided, what success looks like, who is responsible, and when updates return to the board.Intentional follow-up rhythms, including regular chair-CEO communication and structured committee updates, help maintain steady progress without overstepping.Directors stay engaged between meetings by preparing early, reviewing materials thoughtfully, and developing strategic questions ahead of discussions.Peer accountability reinforces board effectiveness by encouraging directors to uphold shared standards rather than relying solely on the chair.Ongoing awareness of industry trends and external insights helps boards anticipate challenges and contribute more strategically in meetings.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, Dr. Keri Jacobs, Richard Fagerlin, and Mitch Majeski discuss how board agendas shape the mindset and behavior of cooperative boards. They explore how many agendas unintentionally reinforce a managing mindset and share practical ways boards can redesign agendas to encourage more strategic governance.Agendas often become copy-and-paste routines that reinforce operational discussions rather than strategic governance. Redesigning the agenda can help shift board behavior toward a governing mindset.A managing board agenda typically focuses on reports, updates, and operational details, while a governing agenda emphasizes policy decisions, strategic discussions, risk oversight, and organizational health.Boards can strengthen governance by incorporating scenario planning, strategic progress updates, and discussions tied directly to long-term priorities.Effective board packets should highlight a small set of key performance indicators with historical trends instead of overwhelming directors with large volumes of reports and data.Directors can evaluate their agendas by asking reflection questions about what their agenda signals is most important, where time is being spent that doesn’t advance governance, and what strategic conversations may be missing.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of the Build Better Boards podcast, Dr. Keri Jacobs, Richard Fagerlin, and Mitch Majeski explore how the Working Genius assessment can strengthen board governance. They discuss how understanding directors’ natural strengths and frustrations improves agenda discipline, decision clarity, and healthy oversight.Working Genius looks different in a boardroom than on a management team. Directors operate with line of sight to strategy, accountability, and long-term value. In this episode, they discuss:The six types of work—Wonder, Invention, Discernment, Galvanizing, Enablement, and Tenacity—and how they show up in board conversations.Why boards experience “turbulence” when discussions shift altitude without clarity about the type of thinking required.How identifying each director’s Working Genius helps structure agenda items around purpose and oversight.The unique influence of the board chair in shaping group dynamics and maintaining the right altitude.What Tenacity looks like in governance: disciplined follow-through on priorities, clear motions and next steps, effective committee diligence, and consistent return to agreed metrics and commitments.How mapping a board’s collective strengths can reveal gaps in ideation, activation, or follow-through, allowing the board to adjust how it governs.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, Mitch Majeski, Dr. Keri Jacobs and Richard Fagerlin discuss practical strategies for integrating board development into the regular cadence of board meetings. They explore how directors and board chairs can foster continuous learning, build shared perspective, and support new members without relying solely on outside consultants or formal events.Bite-sized, micro learning sessions—focused on specific board responsibilities or governance topics—can improve board effectiveness and engagement.Development efforts should aim to build perspective, not just deliver technical insight, and help board members understand context and impact.Effective onboarding includes the full board, not just new members, and should be viewed as an ongoing process, not a one-time event.New directors bring clarity and fresh perspectives that can benefit the entire board; their questions can reframe long-standing assumptions.Creating a development calendar with essential and optional topics ensures intentional growth, relevance, and shared accountability.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs and Richard Fagerlin explore the often-unspoken challenges that make board work more difficult than it appears. They examine why even well-intentioned, committed directors can struggle to find alignment and move forward together.Misunderstandings around what it means to “represent” members can create confusion and misalignment in boardrooms.Personal perspectives, hidden agendas, and varying communication styles can disrupt effective group decision-making.Board chairs may avoid difficult conversations, contributing to a lack of clarity or unresolved tensions.Tools like assigning dissent and understanding “altitude” in discussions can improve dialogue and reduce friction.Thoughtful agenda design and intentional framing of board conversations help boards work more effectively.Follow Build Better Boards on LinkedIn for updates. Find show notes at buildbetterboards.com/podcast.

In this episode of Build Better Boards, the team recaps their season-long focus on CEO succession and evaluation. They reflect on why these topics matter even when a transition is not imminent and how the processes and questions explored can strengthen boards and cooperatives overall.CEO succession and evaluation are not just “event” activities; treating them as ongoing processes helps boards clarify expectations, support their current CEO, and improve overall governance.The hosts revisit key frameworks such as defining the “avatar” for the next CEO, considering wartime vs. peacetime leadership, and weighing inside vs. outside candidates, emphasizing that boards should prioritize leadership fit, adaptability, and cooperative values over rigid categories.They highlight the value of executive search firms and outside expertise, arguing that using professional support in CEO hiring is a responsible use of members’ equity and can be part of good fiduciary practice.CEO evaluation emerges as a major theme, with encouragement for boards to move beyond box-checking, involve the CEO appropriately in shaping the process, and use evaluation to communicate expectations, provide meaningful feedback, and gather insight into leadership and culture.Looking ahead, they identify unfinished topics such as how boards navigate exiting a CEO, the ripple effects of CEO turnover across the co-op system, and the need to think about board member tenure and succession with the same intentionality as CEO transitions.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In part two of this conversation on CEO evaluations, Dr. Keri Jacobs and Richard Fagerlin continue with guests Kevin Berchelmann and CEO Jason Brancel to explore how boards and CEOs build a process that is clear, fair, and genuinely useful.We discuss how:Boards should clarify what they’re measuring, whom they’re hearing from, and how they’ll gather and synthesize input.Expectations and criteria must be co-created with the CEO, not developed in isolation.An outside facilitator adds neutrality, reduces bias, and strengthens the overall process.Evaluation and compensation should be connected but separated in time to minimize emotion and unintended consequences.CEOs are a 50% partner in the process and need to help drive clarity and alignment.We dig into these ideas and more. Follow Build Better Boards on LinkedIn for updates. Find show notes at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin talk with guests Kevin Berchelmann and Jason Brancel about one of the board’s most important responsibilities—evaluating the CEO. This is part one of a two-part conversation exploring why evaluations matter, how to make them meaningful, and how boards and CEOs can turn the process into an ongoing, productive dialogue rather than a one-time event. We discuss how:Effective CEO evaluations align with the board’s fiduciary duties and help ensure the CEO has clarity, support, and tools to succeed.Boards often mistake frequent communication for true performance dialogue; evaluations should address leadership competencies, strategic impact, and organizational health.A structured process includes defining expectations, gathering broad feedback, and turning themes into actionable goals.Bringing in an independent facilitator can improve objectivity and help boards avoid unintended biases and inconsistent evaluation practices.Separate the evaluation discussion from the compensation discussion.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast

In this episode of Build Better Boards, hosts Dr. Keri Jacobs, Richard Fagerlin, and Mitch Majeski reflect on insights from a year of podcast episodes. They explore shifts in board dynamics, director behavior, and leadership expectations, sharing how boards can remain effective in a complex environment.Big G (governance) and little g (culture) must develop together for boards to thrive.Directors need to contribute effectively from day one, not learn slowly over years.Courage, humility, and peer accountability are essential for board health.Strong board chairs and clear norms help address underperformance.Recruitment, strategy engagement, and readiness are key to future-proofing boards.Follow Build Better Boards on LinkedIn for updates. Find show notes or shoot us a message at buildbetterboards.com/podcast.

In this episode, hosts Richard Fagerlin and Dr. Keri Jacobs explore why top talent leaves and how boards can know whether turnover is a healthy sign of growth, or a warning signal. They introduce the “coaching tree” concept that highlights the power of developing leaders who, in turn, grow more leaders. Learn how to reframe turnover as launching leaders as part of building a thriving leadership pipeline.Distinguish the cause of departures: culture misfit, team toxicity (a CEO issue), or genuine readiness for bigger roles.Use structured oversight: periodic CEO 360s, robust board-led CEO evaluations, and talent development and employee satisfaction metrics.Provide senior leaders appropriate exposure to the board for learning and transparency; discuss when executive sessions without staff make sense.Reframe “we lost them” to “we launched them,” adopting a stewardship mindset that builds a leadership pipeline and maintains relationships with past employees.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In the third and final episode of our executive search series, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin continue the conversation with John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA). Together, they explore how boards can navigate their most important decision: hiring the next CEO. • Discuss when and how to keep staff and members in the loop while protecting confidentiality. • Explore the ideal timing for announcing a retirement and launching the search process. • Consider how much overlap there should be between outgoing and incoming CEOs. • Examine what boards can do when directors are split between candidates.Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin, and Dr. Keri Jacobs continue their conversation with John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA). The panel explores how boards should navigate internal versus external candidates, the importance of succession planning, and the common pitfalls that can derail a CEO search.Internal and external candidates should go through the same process; “courtesy interviews” create risk and do not serve the candidate or the board.Strong succession planning, transparent communication, and clear development paths help retain and prepare internal talent.Boards should not assume internals only maintain culture or externals automatically bring change; every candidate must be assessed on leadership approach and vision.Breaches of confidentiality, CEO involvement in internal candidacies, and off-line board member conversations are key process failures that can harm both candidates and organizations.Candidate and family fit with the community is a practical factor; engagement, responsiveness, and preparation signal genuine interest and suitability.Follow Build Better Boards on LinkedIn. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin—joined by host Mitch Majeski—kick off a three-part panel on CEO succession and executive search. Guests John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA) unpack why boards mistrust “headhunting,” how retained vs. contingency models differ, and what it takes to run a disciplined, values-aligned search.Retained vs. contingency: retained firms emphasize process, fit, and partnership; contingency models can prioritize speed and resume volume. Boards should set clear expectations and understand tradeoffs.Selecting a firm: look for industry fluency, direct accountability, communication cadence, and cultural connection to the co-op—beyond simply “filling a seat.”• Board preparation: align early on strategy, succession, compensation realities, and success metrics (6–12–36 months). Use CEO evaluations and strategic plans to define what “good” looks like.Candidate pool and fit: stay open to non–co-op backgrounds while screening for cooperative values and servant leadership; over-narrowing to “co-op only” shrinks the pool and can miss strong operators.Process discipline: clarify committee vs. full-board roles, move with urgency (“time kills candidates”), prepare for interviews, and present a cohesive strategic story and culture to candidates.Follow Build Better Boards on LinkedIn for updates. Find more on buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin join Mitch Mojewski to discuss how boards can recognize whether their organization needs a “wartime” or “peacetime” CEO. They explore the traits required for each type of leadership, the circumstances that may trigger a shift, and how boards can prepare for and respond to these changing organizational needs.Wartime CEOs often bring disruption, boldness, risk tolerance, and a willingness to make unpopular decisions; peacetime CEOs focus on stability, stewardship, and maximizing current opportunities.Co-ops may face “wartime” circumstances such as financial crises, outdated asset structures, competitive pressure, or disruptive new ventures like broadband expansion.Boards must recognize that wartime-style leadership can conflict with cooperative cultures, requiring them to support and mentor CEOs through unpopular but necessary changes.Leadership needs can change with organizational seasons; some CEOs may adapt, but boards should acknowledge when a turnaround leader is only a short-term fit.Tools like board assessments, CEO evaluations, and strategic planning processes can help boards discern when alignment with the current leader has shifted and whether a transition is necessary.Find more at buildbetterboards.com/podcast and on LinkedIn.

In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to discuss the strategic considerations boards face when choosing between internal and external candidates for CEO succession. They examine the pros, cons, and nuances of each option and emphasize the importance of a thoughtful and rigorous selection process.Key Discussion Points:Internal candidates offer cultural fluency and organizational knowledge, but may carry status quo bias or be unfairly treated during the process.External candidates bring fresh perspective and disruption but lack insider context and may face a steep cultural learning curve.Boards should avoid defaulting to familiarity or novelty—every CEO search should be driven by current organizational needs and goals.Running a full external search—even with a strong internal candidate—ensures rigor, fairness, and confidence in the final decision.Common board missteps include overvaluing charisma, undervaluing culture fit, avoiding difficult decisions, and delaying succession planning.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin examine how boards can keep CEO-succession plans alive and relevant. They distinguish emergency “hit-by-the-beer-truck” scenarios from long-term leadership development, and explain why creating a forward-looking CEO “avatar” helps boards hire the right leader when the time comes.Differentiate an emergency response plan (short-term stopgaps) from an evolving succession framework focused on strategic needs.Review practical steps for keeping successor lists and processes up to date—and why boards should revisit them at least annually.Build a CEO “avatar” by gathering input from stakeholders on future skills, behaviors, and experiences rather than copying the outgoing job description.Watch for biases that overweight recent performance or single metrics; use a balanced-scorecard mindset when evaluating candidates.Develop internal talent broadly while managing expectations, recognizing that high performers may still need outside exposure to become enterprise-level generalists.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin launch Season 3 with a focus on one of the board’s most critical responsibilities: selecting and supporting the CEO. Prompted by listener feedback and insights from a recent survey of CEOs, they explore how boards can better prepare for CEO transitions and strengthen their leadership acumen.The season will explore the board’s role in CEO hiring, firing, evaluation, and succession planning.A survey of CEOs revealed that most boards rate themselves as only moderately prepared for a CEO transition, and they view peer boards as even less prepared.Common missteps in CEO selection include internal “good old boy” hires, favoring charisma over competence, and disregarding formal policies.Boards often try to run CEO searches themselves due to cost or a belief they know what’s best, but may lack the needed expertise or objectivity.Preparation begins by clarifying what kind of leader the organization needs next, recognizing blind spots, and seeking external perspectives when necessary.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this season-closing episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin reflect on Season 2’s “future-proofing” theme through a candid conversation with Courtney Berner, Executive Director of the University of Wisconsin Center for Cooperatives. Together they examine how boards can stay resilient by strengthening member connections, clarifying governance roles, and fostering a culture of continuous learning.Member engagement isn’t one-size-fits-all: Courtney describes a “pyramid of engagement,” noting that everyday actions—shopping, answering surveys—can be as valuable as board service in building board-member connectivity.Close the feedback loop: Boards that ask for input must report back on how insights shaped decisions; doing so reinforces trust and keeps members willing to contribute.Trust rests on three pillars: Richard links integrity, competence, and compassion to directors’ legal duties of loyalty, care, and obedience—underscoring that high-trust boards make better, faster decisions.Healthy disagreement is essential: Directors are urged to seek first to understand opposing views, using curiosity and clarifying questions to turn conflict into better outcomes.“Future-proofing” is really about adaptability: Courtney challenges the term, arguing that clear purpose, shared values, and lifelong learning are what prepare boards for unpredictable change.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin discuss how directors can shift from a hands-on management mindset to one focused on governance and policy. They explore why operational conversations often creep into the boardroom and how boards can stay grounded in their strategic responsibilities.Many directors enter the boardroom with a management mindset, especially those transitioning from operational roles or member backgrounds.A historical shift from management boards to policy boards is still in progress, contributing to confusion about the board’s proper role.Operational drift can undermine executive accountability and distract boards from long-term strategy and policy oversight.Onboarding should clarify what directors are responsible for—and not—through explicit guidelines, examples, and shared discussion.Board culture, chair-CEO collaboration, and meeting structure all influence whether directors stay aligned with governance responsibilities.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin discuss the quiet, consistent practices that make a board resilient. Framed as part of a mini-series on future-proofing, the conversation emphasizes how strong governance habits—though often overlooked—are essential for long-term board and organizational health.Thoughtful discipline in governance helps boards stay effective and out of the headlines by building trust and preparing for future challenges.Routine practices like CEO evaluations, board assessments, and agenda planning must remain intentional and responsive to current needs—not just check-the-box tasks.Consistency without thoughtfulness can lead to stagnation; boards should interrogate whether their processes still serve the organization well.CEO and board assessments work best when they’re collaborative, clearly defined, and used to foster ongoing dialogue and trust.Evidence of board effectiveness includes positive relationships with leadership, internal organizational health, and strong interest from high-quality potential board candidates.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin examine how boards can respond to governance failures or crises—either within their own co-op or in the broader industry—without slipping into fear-driven, reactive decision-making. They discuss how thoughtful boards can learn from others’ mistakes, protect trust with management, and avoid overstepping into operational control.Boards often overreact to external crises by micromanaging or slipping into a control posture, undermining their strategic role.Legal authority allows boards to take operational control, but effectiveness requires careful discernment and a focus on oversight, not management.Healthy board culture, built on intentional cadence and strong relationships, is a foundation for wise responses during times of uncertainty.Stress-testing scenarios and asking self-directed questions (e.g., “How could we fail in three moves?”) help boards improve governance without fear.Accountability should strengthen relationships with leadership—not erode them—and starts with boards asking how they can be better partners.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to discuss how member engagement, employee satisfaction, and community reputation shape the future of cooperative boards. The conversation explores what makes board service meaningful and how co-ops can attract capable, committed directors in today’s environment.• Member and employee engagement directly affect a co-op’s reputation, which influences interest in board service.• Negative inertia—low engagement or poor perception—can make recruitment difficult, but the same inertia can work positively when culture and reputation improve.• There’s a strong link between engaged boards and engaged frontline employees, impacting how members perceive the co-op.• Boards should consider both the satisfiers and dissatisfiers of board service and proactively work to increase value for directors.• A key responsibility of current directors is identifying and preparing future leaders by understanding what makes service worthwhile to them.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In Episode 12 of Build Better Boards, host Mitch Majeski joins Dr. Keri Jacobs and Richard Fagerlin to explore how unaddressed boardroom behaviors can quietly shape the culture and effectiveness of a board over time. Building on their previous episode about common boardroom “offenders,” they connect present-day behavioral patterns to long-term consequences—and the need for intentional disruption.Key Discussion Points:Cultural norms on boards often go unquestioned, even when they hinder decision-making or derail critical conversations.Through the “gorilla story,” the team illustrates how unchallenged behaviors get passed down and become standard, even when they no longer serve the board.Unproductive dynamics—like vocal minorities or disengaged directors—can waste significant board time and frustrate leadership teams.Associate board programs may succeed or fail depending on what new participants observe about board culture and conduct.Boards must intentionally interrupt their meeting patterns—through retreats or dedicated sessions—to reset behavior and refocus on long-term goals.Follow Build Better Boards on LinkedIn for updates. Find show notes or submit questions at buildbetterboards.com/podcast.

In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to identify and unpack five common behaviors that derail board effectiveness. They explore how these patterns show up in the boardroom and offer practical ways directors can self-assess and adjust.The vocal minority is the board member who persistently raises the same issue, often driven by personal passion rather than board-wide relevance. This can stall discussions and frustrate fellow directors.The silent majority refers to directors who observe but rarely contribute, often withholding questions or perspectives due to discomfort or deference to more vocal members.The personal agenda player brings forward issues that serve a specific interest, such as their own region or external influence, rather than the entire cooperative.The disruptor introduces conflict or derails conversations, sometimes intentionally or as a reaction to internal or external stress. This behavior can be confused with healthy dissent if not examined carefully.The checked-out director appears disengaged or uninterested, which may be a result of fatigue, frustration, or the compounding effect of the other four behaviors.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin dive into little g governance—the behaviors and culture that shape a board’s effectiveness. While big G sets the structure with bylaws and policies, little g determines how well a board actually functions.Big G vs. little g: Structure matters, but so does boardroom culture. Healthy boards balance trust, curiosity, and meaningful discussion.Creating a Strong Culture: Boards thrive when members feel safe to challenge ideas, ask questions, and engage fully.Practical First Steps: Define your ideal board culture, identify what’s holding you back, and commit to better boardroom behaviors.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin tackle "Big G" governance—bylaws and structures that define co-op boards. They discuss future-proofing through strategic updates and board selection. Big G & Little G: Big G is formal structure (bylaws, policies); Little G is board culture. Both matter. Bylaw Checkup: Regularly review bylaws to match today’s needs—think virtual meetings or outdated rules. Board Recruitment: Shift to ongoing, diverse talent scouting, not just last-minute fills. Member Voice: Honor co-op roots with two-way communication, not just top-down updates. Quick Start: Richard says mark up bylaws with a four-color pen; Keri stresses strategic meeting focus.Follow Build Better Boards on LinkedIn. Show notes and transcripts at buildbetterboards.com/podcast.

In this episode ofBuild Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin explore the future of cooperatives and the evolving role of member engagement. They discuss whether co-ops are running on "member engagement fumes" and what boards can do to ensure long-term relevance and loyalty.Member Engagement as an Asset: Engagement is not just about board elections. It is a strategic asset that must be nurtured, just like financial and physical assets.Defining Loyalty: Loyalty to a co-op has shifted over generations. What does it mean today, and how can boards build a compelling value proposition that keeps members engaged?The Power of Asking: Boards and leadership teams need to regularly ask members a simple but crucial question:Do you love your co-op? If the answer is no, understanding why is key to future success.Future-Proofing Through Engagement: Boards must rethink their role in cultivating engagement, ensuring the co-op remains relevant to future generations.FollowBuild Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts atbuildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs introduce their new co-host, Mitch Majeski, and kick off Season 2 with a deep dive into the concept of future-proofing your board. • Meet Mitch Majeski: Learn about Mitch’s background in leadership development and his work with boards, as well as his perspective on the impact of board health on organizational success.• What is Future-Proofing?: Explore what it means to future-proof your board, including the importance of distinguishing between board and organizational purpose, strategic thinking versus legacy planning, and maintaining board health for the long term.• Big G vs. Little G: Discover the difference between governance structure (Big G) and the day-to-day relational aspects of governance (Little G) that shape how boards function.• Norms that Matter: Dive into the critical behaviors and cultural practices that boards should adopt today to set up future boards for success.• Strategic Thinking vs. Future-Proofing: Understand why strategic thinking is necessary but not sufficient for future-proofing and why this concept is a higher-order goal for board success. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs close out their series on the Board Health Model, diving into practical strategies for aligning purpose, refining processes, and driving performance. - The Myth of Perfection: Explore why boards should focus on alignment rather than chasing a “perfect” purpose, process, or performance. - Continuous Improvement: Learn how adopting a mindset of growth can future-proof your board and organization. - Evaluating Effectiveness: Discover simple tools, like force field analysis, to identify what’s propelling your board forward and what’s holding it back. - Practical Questions for Directors: Ask the right questions during and after meetings to keep your board on track and aligned with its goals. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs discuss what to do after a board assessment to turn insights into meaningful action. Four Key Questions: Learn the essential questions boards must ask to transform data into actionable steps. Big G vs. Little G Governance: Understand the difference between structure (Big G) and culture (Little G) and why both matter. Prioritize Effectively: Use an opportunity matrix to focus on high-impact goals with the greatest chance of success. Avoid Common Pitfalls: Don't let your assessment gather dust—plan for immediate and long-term actions that make a difference. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs share a step-by-step guide to running effective board assessments, avoiding pitfalls, and driving real value. Step One: Agree to Assess – Why alignment is critical before starting. Facilitators Matter – Internal vs. external facilitators: Which is right for your board? Timing is Everything – Avoid distractions and pick the right moment for your assessment. Frameworks Drive Focus – Build assessments that align with your board’s purpose. Use Data Wisely – Insights should guide improvement, not create division. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs explore the third leg of the Board Health Model: Performance. They tackle the question, “Are we winning?” and examine how boards can measure and deliver meaningful results. Key Takeaways: Beyond the Numbers: Effective board assessments spark conversations that lead to real impact. Strategic Targets: Focus on governance metrics that align with your board’s purpose, not just operational outcomes. Preparation Matters: Ensure directors come to meetings ready to contribute to high-level discussions. Alignment Over Agreement: Build stronger decisions through healthy debate and collective alignment. Connect and Engage: Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs dive into the second leg of the Board Health Model: Process. They explore the question, “How do we work?” and discuss how well-designed processes support effective governance. Key Takeaways: - Purpose Drives Process: Effective processes align with the board’s purpose, ensuring actions are meaningful and strategic. - No One-Size-Fits-All: Tailor processes like committee structures and communication to fit your board’s unique needs. - Avoiding Pitfalls: Steer clear of overly rigid agendas, getting stuck in the weeds, and neglecting director development. - Regular Review: Use meeting wrap-ups to evaluate agenda structure, information quality, and process effectiveness. Connect and Engage: Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode, hosts Richard Fagerlin and Dr. Keri Jacobs delve into the importance of board purpose within the Board Health Model. They start with the question, “Why are we here?” emphasizing that clarity on purpose is foundational for effective governance. Key Takeaways: Purpose Drives Health: Richard and Keri discuss why aligning on purpose strengthens board health and supports organizational goals. Ends vs. Means: They highlight the need for boards to focus on outcomes (“the ends”) while leaving execution (“the means”) to management. Traits of Strong Directors: Key qualities like curiosity, introspection, and a big-picture mindset help board members serve the organization effectively. Connect and Engage: Follow Build Better Boards on LinkedIn for updates, insights, and to join the discussion. Future episodes will cover “Process” to further guide boards toward excellence.

Welcome to the Build Better Boards podcast! In this inaugural episode, hosts Richard Fagerlin and Dr. Keri Jacobs introduce their vision for helping co-op boards “grow and thrive.” Through relatable stories and years of combined experience in cooperative leadership and board governance, Richard and Keri guide listeners into the purpose behind Build Better Boards. Each from distinct backgrounds—Keri from governance and agricultural economics and Richard from leadership and organizational health—Keri and Richard together create a well-rounded perspective to inspire and inform co-op boards. Key Highlights: Mission and Inspiration: Discover the podcast's roots in Richard and Keri's shared commitment to strengthening co-op boards and helping them excel. Unique Perspectives: Keri and Richard’s diverse paths bring valuable, actionable insights to each episode, from fundamental board training to deepening board effectiveness. Audience Focus: Aimed at co-op directors, board chairs, and leaders within agricultural cooperatives, the content also benefits nonprofit, faith-based, and corporate boards with a focus on board health and governance. First Season Focus: The debut season dives into board assessment and evaluation, unpacking the “Board Health Model” that Richard and his team developed. Each episode will explore essential elements for building stronger, healthier boards. Actionable Format: Each conversation promises practical takeaways, reminders, and strategies that board members can implement immediately to improve their board’s function and overall health. Engage with Us! ⁠Follow Build Better Boards on LinkedIn⁠ for updates, insights, and to join the conversation. Richard and Keri also invite listener questions and ideas, which can be submitted to ⁠[email protected]⁠ and might be featured in future episodes. Tune in to future episodes for more on effective governance, leadership, and enhancing board performance.