Brilliant Boards: Time for a Double Jump?
The OE Journal
Brilliant boards are not ‘happy’ teams in that warm, comfortable way. They are edgy, uncomfortable and no one is quite certain where each issue will land… Unlike an Executive team, a Board is deliberately made up of independent-minded Directors, with different stakeholder representation, requiring independent thinking and challenge. It’s not a cosy team and members need to learn how to move between the ‘three pillars of persuasion’ in order to have more effective conversations.
To ensure boards work effectively, we have in place the rule of law, governance codes and company articles with clearly defined roles and processes. The 2018 Corporate Governance Code stipulates that “... all directors must act with integrity, lead by example and promote the desired culture”. This goes beyond role, specification or process, it’s about behaviour; how the non-executives or Trustees use their power wisely in how they interact with, and influence, the executives to lead the business.
In this edition of The OE we explore the most critical aspects of board dynamics and suggest that now is the time for a double jump.
Number 19 Issue 2 2020Editor: Helen PybusEditorial Consultant: Mark Goodridge
Brilliant Board Conversations
by GARY ASHTON & MARK GOODRIDGE
Whilst board role, process, structure and specification are important and necessary, on their own they are not sufficient elements of board effectiveness. Mark Goodridge and Gary Ashton explain why not and reveal the most critical aspects driving the board dynamic.
Harnessing Board Diversity:Time for a Double Jump?
by SCARLETT BROWN
Now is the time to leap ahead of competitors by harnessing the business benefits of greater board diversity. Our guest contributor, Dr Scarlett Brown shows how diversity has gone from being a pressure group agenda to being an expectation of good governance. Is now the time for boards to be even more creative in their makeup?
Toxic Culture:How Does the Board Know Before Disaster Hits?
by MARK GOODRIDGE
With a focus on performance, success is rewarded and failure often punished – no wonder we want the board to only hear of successes… Boards are the furthest away from the real dynamics of an organisation, so how can they know what the real company culture is – whether it’s toxic and why? Mark Goodridge looks at the Board’s role in assuring a productive culture.
Looking Over Your Shoulder:Board Dynamics in a Regulated Sector
by GARY ASHTON & IAN WHITE
The law alone is complex enough for directors. So how does the extra external oversight in a regulated sector impact the effectiveness of the board and how can it manage the competing conflicts of interest? Gary Ashton & Ian White share a framework for balancing government / regulator interests with other stakeholders.
