Board meetings need not be a bore. The key lies in preparation.

Their frequency depends on your business. Most boards meet monthly and for approximately three hours but that's changing. We were pleased when our chairman reduced the number to seven, plus a strategy away-day.

The information circulated beforehand should be accurate, concise and factual. Provide it one week ahead. One managing director complained to me that he had a "hopeless independent director" who didn't read his papers before the meeting. It turned out they were left at reception for him to collect when he arrived on the day.

Use as many graphics as possible. Change the format occasionally – but be careful not to cause confusion.

Whether you should discuss contentious issues beforehand is a thorny question for chairmen. Go on, sound out other directors if it's a really tricky matter. But avoid "leading the witness" and watch out that you're not making the atmosphere too political.

What should be on the agenda? This is the most difficult bit. Most boards really have only six or seven things to get right each year but it's pretty hard to figure out what those will be in advance. Don't use this as an excuse; there is considerable benefit to debating and gaining agreement as a board on what are the critical issues.

Most boards give most time to short-term issues. A good agenda ensures the right balance and that the time allocated to an issue corresponds with its importance. How many items should there be on the agenda? Typically, eight. Matters such as car policy, insurance and pensions are legitimate subjects for inclusion, but not every time.

They can be allocated across the year against a calendar to ensure that all important topics are discussed but they take up only the requisite amount of time. Several companies now hold one meeting each year which is a "no agenda" event: each board member brings along a topic of importance to them and it's then agreed which ones should be discussed and for how long.

Make sure you are meeting in the right place.
The room should suit the purpose. My research shows a preference for something light, airy and erring on the cold side, as was an un-cramped oval table which was wide enough and didn't creak. A good measure of "wide enough" is one where you can't kick the person opposite.

Should people always sit in the same place? Are the chairs comfortable? (But not so comfortable as to send you to sleep.)

And make sure the coffee is decent. Directors can waste a lot of time discussing this very important topic.

This article originally appeared in our very first edition of Real Business magazine way back in March 1997. But ain't it still relevant?

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