• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar
  • Skip to footer

Johanne Bouchard

"The Leadership Whisperer" : Fostering healthy individuals and healthy organizations.

  • About
    • About Johanne
    • Latest Press
  • Services
    • Services
    • The Pivotal Leadership Trio
    • Boards
    • CEOs
    • Executive Teams
    • REMIA
  • BonneFire
    • Join BonneFire
    • BonneFire Inspiring Guidance & Teaching Excerpts
    • BonneFire Intimate Chat Excerpts
    • BonneFire Members
  • Work
    • Client Success Stories
    • Partial Client List
  • Blog
    • BonneFire Inspiring Guidance & Teaching Excerpts
    • BonneFire Intimate Chat Excerpts
    • Publications
    • Boards
    • Board Blogs in French
    • Business Column for Explore Big Sky
    • Board Diversity
    • Inspiring Newsletters
  • Contact
    • Email
    • LinkedIn
    • Twitter

Composition d’un conseil d’administration : Seulement aussi forte que son maillon le plus faible

Composition d’un conseil d’administration : Seulement aussi forte que son maillon le plus faible

« L’un des exemples les plus évidents des tendances en matière de gouvernance est l’intérêt orienté vers la composition et le rendement des conseils d’administration. La surveillance efficace des entreprises cotées en Bourse commande aux conseils d’administration d’acquérir collectivement les compétences nécessaires dans l’exercice de leurs responsabilités fiduciaires. De même, la pression se fait croissante pour que la composition des conseils d’administration évolue afin de relever les nouveaux défis du marché des affaires et des attentes des actionnaires. Aujourd’hui, les administrateurs sont plus déterminés que jamais à pourvoir leurs conseils d’administration de l’expertise et de l’expérience nécessaires pour réussir. » (tiré de Enquête annuelle des administrateurs de sociétés, de PwC, 2014 — PwC’s 2014 Annual Corporate Directors Annual Survey)

La composition des conseils d’administration est un sujet auquel je m’intéresse très sérieusement et que j’aime beaucoup aborder. Les présidents des conseils, les chefs de la direction, les investisseurs, les entrepreneurs, les présidents et les directeurs généraux des organismes à but non lucratif sollicitent mes recommandations quant à la composition de leur conseil d’administration, très souvent en raison du mécontentement de leurs collègues administrateurs ou du fait de l’augmentation de la capacité de leur conseil d’administration et de la revitalisation de leur conseil. Ils me consultent pour les aider à combler les fossés en matière de communication, à voir comment le conseil, dans sa composition actuelle, peut répondre aux besoins et aux défis de l’entreprise, à convoquer les candidats au conseil et à évaluer comment optimiser les talents présents autour de la table et le leadership de l’entreprise.

Selon l’article du McKinsey Insight, en décembre 2014, « Faire progresser les conseils d’administration » (« Making Boards Work »), les conseils d’administration ne fonctionnent pas :

« Il y a plus d’une décennie depuis la première vague de la réforme des réglementations, qui a suivi l’affaire Enron, et malgré une foule de directives tracées par les sentinelles indépendantes telles que l’International Corporate Governance Network, la plupart des conseils d’administration ne réussissent pas à honorer leurs responsabilités essentielles : fournir une surveillance serrée et un appui stratégique aux efforts de la gestion afin de créer une valeur à long terme… Bref, les entreprises continuent de nommer des administrateurs qui ne sont pas des penseurs indépendants et dont l’expérience est trop générale et n’est pas assez ciblée. »

Il n’y a pas d’« approche universelle » à la formation, au recrutement et à l’éducation des membres de conseils d’administration qui représente de manière appropriée les entreprises à faible capitalisation et qui soutient complètement les organismes à but non lucratif, ou les entreprises en démarrage, par opposition aux grandes entreprises publiques. Selon Adam J. Epstein, auteur de « Le parfait conseil d’administration d’entreprise » (« The Perfect Corporate Board ») :

« Les administrateurs des entreprises à faible capitalisation fonctionnent souvent dans un environnement où les mesures de remplacement et la flexibilité sont remplacées par la conscience que les décisions prises, en apparence de façon inoffensive, peuvent avoir comme conséquence la fin de l’entreprise… Une problématique ne requérant aucune supervision du conseil au sein d’une quelconque entreprise pourrait très bien nécessiter une surveillance resserrée du conseil d’administration dans une autre entreprise. »

Les ressources disponibles étant limitées pour les conseils d’administration en général, nous devons agir avec diligence et choisir méticuleusement les membres du conseil d’administration au moment de le constituer et de le renouveler.

Je suis stupéfaite du nombre de conseils d’administration auxquels j’ai été exposée qui n’ont pas de stratégie d’approche relative à la composition de leur conseil d’administration — particulièrement sur le fait de rassembler les bonnes personnes autour de la table —, les personnes les plus qualifiées pour répondre aux besoins particuliers de l’entreprise. Cela ne veut pas dire que les membres du conseil ne sont pas des personnes brillantes et bien accomplies. Mais plutôt que j’ai vu trop de conseils d’administration s’enliser par défaut d’avoir les personnes dotées des caractéristiques qui correspondent le mieux à la trajectoire de l’entreprise à différents points d’inflexion. Voici une citation de Epstein :

« L’une des raisons les moins respectées qui explique pourquoi les petites entreprises à rendement limité ne réussissent pas à s’élever au niveau des entreprises de taille moyenne et au-delà, est l’échec systématique des administrateurs de reconnaître et de comprendre correctement les nuances entre les finances de l’entreprise et les marchés des capitaux. »

Le principal obstacle à la composition d’un conseil est le favoritisme — qui encombre les conseils d’administration avec des amis ou des personnes qui sont là pour s’échanger des privilèges personnels —, plutôt que de favoriser les stratégies que l’entreprise tente d’accomplir et qui viendraient davantage compléter l’équipe en mettant au défi le leadership des membres.

Une autre tendance problématique que j’ai rencontrée est « la diversité au nom de la diversité ». Quoique la diversité au sein d’un conseil d’administration soit importante, nous devrions nous concentrer sur l’élaboration de stratégies nous permettant d’optimiser la composition des conseils d’administration. Après avoir déterminé les qualités que doit posséder le candidat, nous pourrions considérer la diversité, mais pas avant.

Bâtir, maintenir, accroître et renouveler un conseil d’administration n’est pas facile, et il est impératif de définir et de maintenir une stratégie continue quant à la composition du conseil d’administration. J’entends souvent dire que cela représente beaucoup de travail, que cela prend du temps, qu’il n’est peut-être pas possible de trouver le bon candidat, qu’un tel a été fortement recommandé… À ce genre de commentaires, je réponds que les risques inhérents à ne pas prendre le temps de définir une stratégie en matière de composition du conseil d’administration et à ne pas avoir patiemment cherché des administrateurs compétents pour le conseil d’administration sont beaucoup trop importants. J’ai été la première à constater qu’il est naïf de penser qu’un conseil peut fonctionner à son plein rendement sans un tel investissement, et ce, au détriment des actionnaires et de l’entreprise.

Prenez le temps d’élaborer une démarche stratégique quant à la composition d’un conseil, et assurez-vous d’avoir les maillons les plus solides dans votre chaîne. « Des noms » ne sont pas ce que vous devriez rechercher, mais bien la pertinence, la connaissance, les conseils pratiques et la compréhension des dynamiques de croissance de l’entreprise aussi bien que la capacité d’amener des partenaires stratégiques à un axe stratégique de l’entreprise.

Alors, quelle stratégie avez-vous choisie pour vous assurer que la composition de votre conseil soit optimale?

Johanne Bouchard

Johanne Bouchard, a serial entrepreneur and former high-tech marketing executive, is a governance and leadership advisor to boards, CEOs, executives and entrepreneurs, as well as an expert in board composition and dynamics. An accomplished author and blogger, Johanne has published a number of eBooks, and her articles have been published in Ethical Boardroom and NACD's Directorship. She is an advocate for STEM, increased diversity in the boardroom and patients' rights.

More Posts

Related

Leave a Comment Filed Under: Blogs in French Tagged With: conseils d’administration, entrepreneuriat, entreprise, french, gestion, gouvernance, leadership

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Explore the BonneFire Community

BonneFire is a yearly subscription with 12 monthly offerings inspiring self-mastery and transparent leadership in service of both the individual and the collective, for healthier individuals and healthier organizations.

Members also receive two half-hours of one-on-one coaching with Johanne. 

Each month has a unique theme that guides the focus of each month’s inspiring guidance and teaching. Members receive one email the first week of each month consisting of:

bonnefire iconPulse Check

 

bonnefire iconReflection

 

bonnefire iconPractice

 

Each month, Johanne chooses a theme and determines the focus for that month’s inspiring guidance and teaching pulse check, reflection and practice.

Click here to learn more!

What I Write About…

  • Blogs in French
  • Boards
  • BonneFire Inspiring Guidance & Teaching Excerpts
  • BonneFire Intimate Chat Excerpts
  • Business Column for Explore Big Sky
  • Diversity
  • Newsletters
  • The full blog

Sign up to receive emails from Johanne:

The meeting was fantastic. It was an undisputable success. The interaction was superior and beyond what anyone could have thought was possible. Everyone embraced you and your skills in ways that I have never seen before. I learned a lot about the process and it has been very meaningful. It illuminated me into focused actions. It galvanized the entire executive team across the five business units. Really exciting…

- Audit Chair

Johanne, the offsite was terrific and you did a fabulous job leading us through some very challenging tasks. I have great faith in our leadership team. I’m glad the learning and collaboration will continue.

Excellent meeting.

Amazing meeting. Loved it.

- GMs of Business Units

You did a very good job. I like the process, like the rigor, like the completeness and the sensitivity with which you presented tough issues. I like the individual profiles and how they lead to both learning for me as well as opportunity for team building.

- Independent Director

I recommended you for this task because I felt that the depth of inquiry and the thoroughness of your approach are important to bring the Board to a new level of quality and interaction. I found your work very complete and am glad that you brought to the surface a number of issues that have to be addressed to improve our effectiveness as a Board. Your observations and recommendations go to the heart of what makes a Board a team (and what gets in the way).

- Governance Chair

Johanne has an innate ability to bring out the best in all whom she touches. She practices what she preaches – patience, courage, generosity, wisdom and humility. Her contributions have positively impacted our Company and working environment and will result in increased profitability and shareholder value.

- CEO

Johanne is truly exceptional at what she does. I've worked with many consultants over the years, and what sets her apart is the combination of her right- and left-brain skills. She knows how to listen, catch unspoken cues, instill trust and openness, while also being focused on the substance of the issues, the complexities of the situation and challenges, and the business issues that have to get solved. She is direct and candid while also unusually sensitive. By applying these skills, she helped us analyze what was going on in our business, shed light on the core management and governance issues, and facilitated our discussions among the decision makers about the next steps to take. I would work with her again in a heartbeat.

- Independent Director, Governance Committee

I have seen Johanne's skilled handling of important executive interfaces and her ability to quickly get to the heart of the issues and lead to results. That certainly happened here. I found that even in cases where the participants thought they had good communication we reached new levels of connection and candor, all helping us be most efficient at a time when that is most important in our company.

- Senior Vice President

Johanne has provided a mirror into myself. Helping me to step back and view my actions and true feelings. By her perceptive and insightful questioning she enabled me to look within. Just being able to speak openly about myself was most helpful. Without question this awareness is leading to positive change both personally and professionally. I find myself a more effective participant with both my direct reports, peers and my Board.

- CEO

I thank Johanne for her clarity and quick ability to cut through the clutter. She made a huge difference. I have grown a lot. Johanne’s exceptional wisdom for defining and supporting the needs of clients were a real asset to us. Johanne is exceptionally gifted at understanding how to balance and focus for success. I highly recommend her to any company looking to grow.

- CEO

Thank you so very much for the day of focus for our team. We really needed it and I do not believe we could have done it without you. You are such a wonderful friend of ours. I personally left feeling inspired and clear. You are a beautiful person to facilitate those connections.

- CEO

Thank you for such a productive session. It was wonderful to have your support and focus in connecting the team. Your constant guidance in finding clarity is a true gift for our organization.

- CEO

The time spent was of tremendous help to me personally as it gave me a chance to review all aspects of our operations. Johanne's attentiveness and level of support was remarkable. Her sense for the big picture will keep us all focused on the right priorities.

I can't thank Johanne enough.

- CEO

Johanne Bouchard is a pioneer and a leader who brings to the process of executive coaching and strategic planning a focused, high-energy and highly- effective approach. In a short time and in a seemingly effortless manner, she leads an individual or a team to a crystal-clear understanding of their core values, their goals and a path to achieving them.

- CEO

Johanne has a remarkable ability to inspire others to share with perfect honesty, overcome their own barriers, and find greater clarity for their purpose. Her dedication to her work comes from a sincere passion for guiding others in their quest for successful leadership and life skills. Johanne's encouraging style supports rather than leads, promotes as opposed to advises.

- REMIA participant

Thank you very much for your kindness, warmth and thoughtfulness for our team. Your team building session was beautifully on point, and done very constructively.

- CEO

Johanne is an outstanding professional with exceptional coaching skills. She is insightful and a very effective communicator.

- Ken Coleman- Board Chairman, Saama Technologies and special advisor to Andreessen Horowitz Venture Capital firm

Johanne worked with our board at Accelrys to enhance our effectiveness. She provided tremendous value and insight in a very collegial manner.

- Jeff Rodek - Former Chair and CEO of Hyperion, Former President and COO Ingram Micro 

Johanne Bouchard is a unique consultant and advisor who brings clarity to high urgency situations in short order. She has served several of the companies I am involved with as a Board member in various assignments including Board 360, Executive Team assessment, leading and facilitating strategic planning sessions, and CEO coaching. In all these assignments she has displayed dedication, creativity, depth, and an unerring focus on reflecting the reality of the situation and presenting it as such to the client, with concrete suggestions for improvement and increased efficiency. I highly recommend Johanne.

- Ricardo Levy  - Lecturer at Stanford, former Chair, former Chairman and CEO of Catalytica  

If you have an organizational leadership problem to solve (the bigger the better) and need a tireless, objective collaborator to assist, challenge and drive you (and she WILL drive you), work with Johanne. And if you welcome the friendship that will grow from that experience, you couldn't do better.

- Steve Snyder - Former EVP/GM CBS Interactive Games, Music and Sports

Johanne's work is, in a word, spectacular. She digs in on a project like no one I know, she is thorough, thoughtful, and does superb "inquiry" work early in a project. She brings a wealth of experience to her projects, including marketing expertise, consumer research, management and leadership insights, and insightful summaries of the issues. Her work is honest, clear, clean, and useful. She is a truth-finder and a truth-teller. Johanne is an intense, yet calm and measured expert - she knows where to look, what to ask, and how to propose key points and plans of action. Her logistics and organizational skills are world class, and her follow up is superb. As you can read, my professional opinion of Johanne is of the highest level. I believe she can excel at virtually any assignment or challenge presented.

- John Hamm - Strategy and Leadership Advisor, Former VC, Former TCG - The Chasm Group Advisors and Former CEO

I have known Johanne since the times she was building BOSS when helping high-tech executives and companies with globalization and International market development. She was a pioneer in her field helping American companies not treating International as an afterthought. She was an invaluable trusted advisor to senior executives and CEOs in need to succeed in Europe and in need to adjust their leadership style to grow their organizations overseas. I recommend Johanne to CEOs and Executives as a partner when significantly challenged to take their organizations to new levels. She has broad operating, marketing and leadership experience and a proven track record to continually deliver results. Her dynamism is infectious/inspirational.

- Philippe D’Argent - Former Senior VP Dell Europe, Former Senior VP Toshiba Europe

  • About Johanne
  • Services
  • Collected Work
  • Contact
  • BonneFire
  • Privacy
  • Email
  • LinkedIn
  • Twitter

Copyright © 2021 · JohanneBouchard.com