Many books address operations, customer service, and how employees should work together. Yet there is a significant activity that does not get a fair share of print - or with e-books these days, a fair share of pixel. Selecting highly educated professionals to be board members. Many organizations flounder because board members are selected from ego rather than practicality with respect to the organization. \u00a0Others flourish from selected board members whose participation improves the value of organizational resources. How Does an Organization Make the Best Choice? One book that reveals the right wisdom to the board selection process is Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way. The book was written by three of the foremost business leaders today.\u00a0 I am most familiar with Ram Charan, author of Execution and other business books. He joins experts Dennis Carey and Michael Useem in outlining the significant processes that make an effective corporate board. Boards That Lead\u00a0is divided into three sections. The first delves into establishing functional boards, thus the title Boards That Lead. The second, Leading the Leaders, examines how boards work with an executive team.\u00a0 The last section, Value Creation, identifies the activities that create the most utility for an organization\u2019s benefit. The book material is designed to\u00a0permit readers to imagine multiple combinations of direct and collaborative leadership. Increased enterprise complexity calls for these varying degrees of oversight.\u00a0 A summary image shown below captures the aspects of how a board leads, partners, monitors, and delegates: Each chapter examines these aspects with a \u201cdirector\u2019s checklist\u201d to ask critical questions within your own context.\u00a0 For example, one chapter asks you to know the purpose for why your organization exists. Recruiting a director? Eight questions ask what makes a good fit. The specifics in Boards That\u00a0Lead\u00a0offer compelling views of the complexity of being a board member. There are great perspectives for new board members, such as the litigation that has arisen over board obligation: \u201c\u2026.Investor demands for more independent boards that would be accountable to them, paid like them, and fiduciaries for them gave rise to litigation\u2026.the legal actions did help establish two standards for director obligation: Duty of care, requiring directors to exercise reasonable caution in executing board responsibilities that could harm others if not performed well, and duty of loyalty, requiring that directors exercise good fiduciary judgment on behalf of the stockholders.\u201d Overall,\u00a0Boards That\u00a0Lead\u00a0examines how the boards can take charge, partner, and prevent micromanagement by examining the typical tasks.\u00a0 While reviewing the text, I got a good impression that the authors really worked at striking a balance between honoring their real-life experiences and providing examples that reasonably acknowledges their counterpoints as much as their advocated points. For example, that previous quote follows the famous example of bringing Steve Jobs back to revive Apple.\u00a0 The authors detailed Jobs\u2019 requests with Woolard, a director who noted that partnering with the right CEO was important. \u00a0Yet the authors also periodically note how a board can be to blame for a company\u2019s failure: \u201cWhen (Ram Charan) subsequently taught a business case on Apple, executive program participants almost always blamed the firm\u2019s decline on poor leadership in the corner office. But on our view, it was the board that had recurrently selected the wrong CEOs for the office \u2013 in effect, the chief executives were dead on arrival. A solid pedigree from past performance had made them attractive managers, but their skill set proved a poor match for the triage they actually had to perform.\u201d The authors delve into other examples of well-run and challenged boards including publicly-traded companies such as Lenovo, Delphi, and Infosys.\u00a0 In each example, the authors show the results from responsibilities that can be taken by boards as well as the one best left to executive management. Further reading is possible with the text, with a detailed appendix. Furthermore, I can see Boards That\u00a0Lead\u00a0being an aid for experienced start ups looking to add board oversight to their activities. Combine this with a book on venture capital such as David Capstone\u2019s Venture Capital Investing\u00a0which I reviewed a few years ago. Read Boards That Lead before considering a board for your organization.\u00a0 Doing so can establish the most resourceful leadership for your organization.