What are your thoughts about the key skills that a board member needs to bring to this role? What would be your top three?
Please describe the most challenging situation you have encountered as a board member/director?
How did the board address this issue? How did you personally feel about the way the board handled the issue?
Do you consider that there are, or should be significant differences in the way not-for-profit and commercial boards operate?
Given that the Chief Executive and his team carry out the day-to-day financial management of the organisation, what do you consider to be the main financial levers available to the board in order to exercise its financial governance role?
As a director you are unhappy with the chief executive’s financial reporting and are uncertain about the accuracy. What would you do?
What do you think would be the types of strategic issues that should be the focus of this board’s attention from meeting to meeting?
From what you know about this organisation what would you say would be the most important issues in the operating environment that will challenge the board and the organisation in the near future?
Considering all that we have talked about (and anything we haven’t) how would you sum up the particular contribution you would make to this board?