January 22, 2010
Introduction of Guest Contributor – Tracy E. Houston, M.A.
Tracy is a board advisory consultant headquartered in the Denver, Colorado area. With a focus on leadership, strategy and risk management, she consults primarily with directors, presidents and senior officers providing input on high level, sensitive and complex issues. Her partner for board evaluation is The Board Institute www.theboardinstitute.com
Tracy, with six years of experience as a sitting director, was one of the nation's youngest women to sit on a board in the electric utility sector where she provided leadership during a period of industry change driven by deregulation, privatization, technology and globalization forces. She is the past chairman of the board of the International Center for Appropriate and Sustainable Technology. Together, her board roles span the evolutionary to revolutionary decision-making environments. In 2008 she was inducted into one of Colorado's Women Hall of Fame groups.
An internationally published author, Tracy’s work has been seen in many publications from The Denver Business Journal, and The Center for Healthcare Governance's Trustee Magazine, to the U.S. Green Building Council. Her book, Leading By Belonging: A Pathway to Knowing Yourself, delves into today's key leadership traits that create sustainable competitive advantage.
Tracy is currently writing a book on board leadership with a premise that directors provide extraordinary guidance by asking the proper questions. The purpose of the book is to improve directors' and organizational performance by fostering a positive culture of inquiry. A special feature of the book is personal stories from directors that pertain to lessons learned around board issues. To contribute, please contact Tracy directly at www.linkedin.com/in/tracyehouston
“May you live in interesting times,” is an ancient Chinese curse. These are “interesting” times for both public and private corporations and their boards. Never have the stakes been higher for practicing good governance. Never have the penalties been greater for failing to understand and adhere to new government regulations, shareholder calls for reform, and board best practices. As Tracy observes, this understanding begins with directors asking the right questions in the right way. But one size does not fit all. Make sure the questions are relevant to the situation, rigorous in their objectivity and lead to actionable answers.
Posted by: bruce Mowery | Jan 22, 2010 6:32:43 AM