Board Governance & Leadership
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Board Governance & Leadership

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Board Governance & Leadership




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Presentation on theme: "Board Governance & Leadership"— Presentation transcript:

Slide1

Board Governance & LeadershipThe Importance of Behaviours

Anne Storey

21.4.15

Slide2

Onboard Associates

Experts in Board evaluation and dynamicsOver 30 years each experience in commercial, sports and charity sectors

Slide3

20years + Board level experience in Commercial, Public & Not-for-Profit organisationsIncluding Sports organisations ..….

“Onboard

Associates were instrumental

in their

work 

with

Pentathlon

GB

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

Early 1990’s

Cadbury Report

improvements in financial reporting, transparency audit committees to be established

more, and more impartial, Non Exec Directors

(ethics, transparency, and independence)

Late 1990’s

Corporate Governance Code introduced

Turnbull Report introducing forward looking role for Boards: risk and strategy (and subsequent updates)

(strategy, risk and change leadership)

2000’s

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)

2010’s

Continuation of the story ...

Continuous improvement….Board Effectiveness Reviews

Research reinforcing that Boards with excellent leadership skills and ethical behaviours outperform organisations without

Slide5

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 lead

Slide6

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

Final thoughts……

“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 Limited

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