What you won't find in a director search matrix: my own top five list of the most needed--yet least identified--qualities for an outstanding board director.

• Author: Cagan, Dennis
• Position: DIRECTOR RECRUITING

It is now the norm for boards to compile a matrix of the key mix of skills and qualifications needed in directors to best guide the company going forward. A matrix highlights those attributes that are already represented by current directors and those that are desirable in prospective board candidates. Typically the named categories include job skills like CEO or financial expertise, and specific industry domain experience. These will often be overlaid with some additional unique skills and diversity goals. Sometimes a matrix will even contain broad character traits like 'cultural compatibility' or 'leadership.' However, there are a number of traits that can be critical to a board's success but are never actually listed in any matrix.

A simple yet effective tool

Whether it is formally written, which is advisable, or just a verbal discussion, a matrix of desirable board director skills, experience, and other qualifications is a simple yet effective tool in identifying which boxes you already have checked and which are best targeted in a new director. I have participated in several board symposiums which have all arrived at the same conclusion--that many a company's greatest failures can be traced to a dysfunctional board. These discussions have also consistently come to the conclusion that a frequent cause of board dysfunction is personality conflicts between directors. Today's complex, fast-moving global business environment requires an optimized high-performance board in order to maximize the success of any enterprise. Yet in spite of the direct link between performance and the personal communications styles and personality traits of board members, I have never seen any of these vital personality traits specifically identified in a qualifications matrix.

Having had the privilege of sitting on over 50 corporate boards over the last four-plus decades, I have observed and learned from over 250 fellow directors. Along the way I have developed my own top five list of the most important qualifications for an outstanding board director. A board can function well in executing its fiduciary responsibilities even if it is missing some specific skills or experience; however, it can be completely disrupted at a key point by just one rogue director having one heavy-handed character trait, especially if no one else on the board possesses the personality or authority to rein them in. I would venture that every experienced director has seen this happen time and again. I have often said that 'being qualified for a particular board seat does not mean being suitable.' For every five or 10 qualified candidates, only one may have a personality that is suitable for that specific board.

Examples might be someone who talks too much, repeating what was already stated numerous times (hijacks or...