The perfect board governance is a difficult concept to attain. But it is an objective that boards must strive towards – and one they can attain if they know what good governance is as long as they are constructed to an exacting blueprint (what Nadler calls «board building») and have the proper behavior.

In order to do this, boards must be well-structured, vetted and geared towards the future. They must be able to effectively balance the needs of the organization and the needs of its stakeholders as well as shareholders. They must be able to deal with new regulatory demands as they arise.

The success of a non-profit organization ultimately rests on the board’s ability to tackle these challenges, and to ensure that they are positioned for a sustainable future. A strong board can assist its trustees fulfill their roles and serve the community by ensuring the organization’s programs are in good shape or on track to accreditation.

Setting up a board agenda and schedule is an important structural developing a proactive cybersecurity culture element. It should be easy for directors to determine which things require their attention and the ones that are delegated. It should also specify when the board needs to be informed or consult on matters that don’t require a full board decision.

Lastly, boards should be able identify their own weaknesses and areas that need improvement. A regular evaluation is beneficial as it allows the board to evaluate its performance with that of its peers.