Many company boards, irrespective of their scale, do not have an accurate understanding of their board effectiveness & performance. In most cases, their shareholders have even less of an understanding
As we begin January and a new year ahead, many chairmen and board members have been contemplating the year just finished, reflecting on the positives, the challenges and now looking
The great people thinker Stephen M. R. Covey once wrote “Without trust we don’t truly collaborate ; We merely co-ordinate, or at best co-operate. It is trust that transforms a
One of the key characteristics of a highly effective board team is that they have a genuine performance culture, have a very realistic understanding of what the board’s strengths &
“The highest performing companies have extremely contentious boards that regard dissent as an obligation and that treat no subject as undiscussable” is a key finding from ground-breaking research carried out
While this may seem a very straight-forward question, the answer in reality is multi-faceted and has a significant impact on the effectiveness & performance of a board. In the majority
A significant number of boards have and continue to experience the challenge of a problematic board member who impacts on the board’s effectiveness and harmony. This can vary from slightly
If it does, you are not alone as the vast majority of boards, from the smallest to the largest companies, organisations and non-profits, really struggle in this area and often
