The Importance of Behaviours. Anne Storey. 21.4.15. Onboard Associates. Experts in Board evaluation and dynamics. Over 30 years each experience in commercial, sports and charity sectors. 20years + Board level . ID: 553233
DownloadNote - The PPT/PDF document "Board Governance & Leadership" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Board Governance & LeadershipThe Importance of Behaviours
Experts in Board evaluation and dynamicsOver 30 years each experience in commercial, sports and charity sectorsSlide3
20years + Board level experience in Commercial, Public & Not-for-Profit organisationsIncluding Sports organisations ..….
Associates were instrumental
to help the Board of Directors to modernise to provide effective and dynamic leadership aligned to the organisation Vision and Purpose”Jon Austin, CEO, Pentathlon GB (now Badminton England)Slide4
The evolution of Board Governance to include leadership & behaviours….
1980’s Various scandals of financial misreporting in UK business
improvements in financial reporting, transparency audit committees to be established
more, and more impartial, Non Exec Directors
(ethics, transparency, and independence)
Corporate Governance Code introduced
Turnbull Report introducing forward looking role for Boards: risk and strategy (and subsequent updates)
(strategy, risk and change leadership)
Enron scandal et al reinforce the need for independent Boards
Higgs Report focused on need for Chair independence & ensuring NEDs able to make importance contributions
(ethics, facilitation, independence and leadership)
Continuation of the story ...
Continuous improvement….Board Effectiveness Reviews
Research reinforcing that Boards with excellent leadership skills and ethical behaviours outperform organisations withoutSlide5
Recent Thinking about Boards ……..
Changing the nature of Board engagement (April 2015) Requirements for Effective Boards & company performanceConnect between meetingsActively input to the strategyMentor the organisation’s talent (but remain objective)Work on some projects with the Executive & staffAsk tough questions to get to the heart of thingsEffective behaviour in Boardroom (2012)Respectful listening, open dialogue, constructive probing questionsFocus on ‘softer’ performance indicators e.g. culture, morale, talentUnderstand enough of the operational details to take a strategic leadSlide6
Summary of recent Board research……Slide7
Summary of Key Effective Behaviours from the Governance Framework……..Slide8
Summary of Key Ineffective Behaviours from the Governance Framework……Slide9
“Being a Board member should not be a comfortable experience. It is a critical and challenging role that carries with it significant impact. If you are not feeling stretched you are probably not doing the role justice.”
Craig Hunter, FCIS, Director Onboard Associates Limited.
“Continuously reflecting on and finessing our individual behaviours and contributions around the Board table, and between meetings, is critical if we are to display the level of influence and leadership required for success.”
Bridget Jolliffe, FCIPD, Director Onboard Associates LimitedSlide10