Our blog on ‘Succession Planning for the Chair of the Board’ highlighted the importance of the Chair role and the skills, experience and behaviours needed; the ability to lead the Board and liaise with the CEO/MD on behalf of the Board is essential for successful governance. What should the Induction Process for the Chair of …
Most of the Boards we work with mention the word ‘trust’ at some point. Either trust has been lost during a dispute or difficult meeting, or trust has never been built up in the first place. Our top 6 tips to Build Trust in the Boardroom: Review, review, review! The Board should reflect at least …
In almost all of the governance failures we read about, at least some of the directors are reported to say ‘I didn’t know what I didn’t know’. Perhaps they were unaware of unethical practices by colleagues, a bullying culture in the workplace, or inaccurate information given to the Board or other key stakeholders. …
How often do we all ask ‘Who is holding company directors accountable for their actions (or lack of actions)? The failures of big companies in recent years, including Carillion, Thomas Cook and BHS, have rocked the confidence of both the public and investors. When big companies go down, the impact is felt by many smaller …
Restoring Trust in Audit and Corporate Governance Read More »
When we think of formal processes like internal audit, sometimes we only think they apply to large and complex organisations. There can be real benefits to all organisations, provided the processes introduced are proportionate – don’t use a sledgehammer to crack a nut! Here are out top 7 tips for introducing Internal Audit: 1. Agree …
Succession Planning for the Chair of the Board – An Introduction We often get requests, usually from Chief Executives, about how to plan for a new Chair of the Board. Often the Articles of Association just say “The Directors/Trustees may appoint one of their number to be the Chair of the Directors/Trustees for such term …
A Board Away Day – Why bother? 21st century governance can sometimes seem overwhelming. Funders, staff, volunteers, clients … all demand more of Boards these days and, particularly if our Board role is a voluntary one, the demands can seem onerous. The best Boards we know simplify things by investing some time in planning and …
Board Focus – Introduction Over the last 20 years, we’ve seen a big shift in where Boards focus their energy. Where compliance and number crunching were their key interests in the past, great Boards have recognised that it’s equally important to know how people behave in the organisation, and what impact that has on others. …
Conflicts of interest are regularly in the news. Just last week, Lady Butler-Sloss stepped down from leading the independent inquiry into the way public bodies handled child sex abuse claims after just seven days. As a former judge, with previous experience of dealing with abuse cases, Lady Butler-Sloss was the perfect person to lead the …
The vast majority of board members with whom we work hold some common governance misconceptions about their role. These are our top six Governance Misconceptions – 1. I’m a director of a company limited by guarantee. I’m only liable for £1 if things go wrong. This is one of the most common misconceptions about …
Top 6 Governance Misconceptions That Could be Putting You at Risk Read More »
