The savvy business people who make up boards of directors know how to effectively run complex business operations in their “day jobs.” They hire people with proven, specialized skills and a track record of achievement. They structure and organize their efforts so talent with specific skills manage and perform specific functions, all for a smooth-running corporate machine. Yet boards of directors, who today play a far more tactical role in the organization, still tend to focus on the historic model of a board full of generalists, doing the best they can. Since you’ve found this to run more smoothly in business by specializing functions and talents, why not make this the model for board operations? The most common board committees audit, compensation, nominating/governance can be incredible tools for boosting the efficiency and quality of board work. We give you a round-up of best practices for making your board committees into a powerful governance machine. Areas Covered How much do you know about the background, functions, and structuring of board committees?Why is most of the “heavy lifting” of board work today done at the committee level?How do you shape the most effective committee charters, membership, and agendas for smooth operations?What specialized information is needed for top committee effectiveness?What are specific “best practice” tips for audit committees, compensation committees, and governance/nominating committees? How have their roles changed to meet new demands?How do you assure the talent and leadership are in place for solid committee performance?How can you structure the best workflow between committees and the full board?What new board committees are being added, and are they right for your board?Who Should AttendCorporate board membersNonprofit corporate leadersPrivate and family firm board membersCorporate secretariesCorporate counselVenture capital and private equity partnersWhy Should You Attend Boards of directors worldwide must take on increasingly tactical roles in monitoring, assurance, and compliance for companies, with tougher legal penalties for oversight. Yet the board model was never designed for such a hands-on role. It’s made up of part-time amateurs, trying to cope with oversight of full-time managers and complex organizations. This leaves boards too often missing out on risks, overwhelmed by busy work and data, and two steps behind in trying to keep up with their agendas and legal duties. That’s where the magic of smart use of board committees can make all the difference.Topic BackgroundSmart use of committees is how good board work happens.