Our last article looked at the Directors bringing the right mindset to the table. But what about the right approach?
Directors want to make a positive contribution to their governance role on boards. To help shape the future success of the organisation.
Yet it’s a common trap for directors to speak from a narrower perspective. Possibly one steeped only in their own professional expertise or background or, worse, where they think they are here to “represent" one group of stakeholders.
The nine Symptoms of Poor Governance indicate an organisation struggling with how to effect a modern governance regime.
Indicating that the Board's focus is buried in a morass of activity-based reporting. That it has a myopic focus on identified risks and operations rather than on oversight and strategic issues.
Many people know the “what” and “why” of governance, but struggle on where to start. On what to do to implement the “what” and the “why”…
Over decades of experience working with Boards to build better governance and reporting frameworks, there is one common challenge we have observed.
Directors often understand the why and what of governance but struggle with the How. How do I take the theory of good governance into practice?
It shows up time and time again in one or more of these Nine Warning Signs of Poor Governance:
Whilst most of the right materials are often found in board papers, I find the sheer bulk and hefty focus on last month and today (rather than a healthy balance on next month and next year), often render them dangerously inefficient and ineffective in the modern governance environment. In this article, I offer some suggestions for the contents of a modern board pack.
