Tips, tools, inspiration and best practice for beautifully functioning boards.
When co-pilots talk to each other and go over their checklists, they open channels of communication. It is not hard to think of a wide range of checklists that would be helpful to boards and their executive teams.
BoardPro is delighted to introduce Board Benchmarking, with a special discount for their online benchmarked board and director surveys, and to share links to their popular articles and resources.
Governance provided by directors is an essential part of organisational leadership. Stimulating an effective meeting environment has become a major challenge for boards through the Covid-19 pandemic. Learn how to optimise your virtual board meetings.
An annual operating plan is the blueprint for building your organisation in any given year. This guide is aimed at CEOs of commercial and not-for-profit organisations who don’t have a strong track record of strategic/operational planning.
The COVID-19 pandemic has changed many things for organisations. When everything started, boards had to transition to remote operations so they could follow strict social distancing guidelines put in place.
Many boards have CEOs in name only, caused by ‘title creep’ in organisations with few staff apart from working directors. More often, the board has anointed a CEO before they are ready to delegate the decision-making associated with the role.
A quorum is the minimum number of voting members required to be present before the board can conduct a meeting. If the minimum number of members is not present the board meeting cannot make lawful decisions
At the first meeting of a newly elected local authority a councillor re-elected after a long spell away from the council chamber, asked why there wasn’t a ‘cheque schedule’ in the finance report.
Minute taking – So what’s the problem? Taking minutes can be cumbersome and painful. BoardPro’s polling of governance pain points over three years showed that 76% of respondents rated ‘minute taking’ as a significant pain.
What's wrong with board packs? A recent report in the UK concluded that 64% of a wide cross-section of boards work on board packs that do not support focused conversations about priority issues.
Too often boards do not pause to reflect on what they do and how it should be done. A framework and regular reflection against it is an essential component of excellence in the boardroom.
We are often asked to name examples of outstanding governing boards. Some characteristics are always present in what we define as a ‘good’ board. Here are eight characteristics that we can confidently link to effective governance.
Mainfreight is one of New Zealand’s most successful listed companies. At its recent AGM, their Managing Director focused attention on a long-running debate about whether there should be limits to a director’s length of service.
Wouldn’t it be great if the first pages of the CEO’s report provided a concise summary of the business’ performance and needs, then it clearly outlined the key areas you need to prepare for?
Board members who experience rewarding board meetings talk about having had a great 'debate'. However, a debate is a contest of opposing positions, resulting in one winner, and that is not a satisfying board meeting.
BoardPro CEO, Brett, observes the challenges facing boards, the most impactful since World War 2 given previous challenges have typically been constrained to sectors, geographies or embedded in regulatory change with lead times allowing industries to adapt.
Despite the negative consequences of the COVID 19 pandemic there is a lot we have learned from how individuals, groups, and organisations have adapted during the period of ‘lockdown’, and how boards can work differently.
In this independent article Ruth Medd, of Women on Boards explains how a telephone survey resulted in her joining an Advisory Board and reviews three online board management products - timely given COVID-19 necessitates boards to operate "virtually".
7 weeks ago, I finalised a plan to grow BoardPro by 250% in the next year. A week later, I met with our board to freeze hiring and plan to manage the business without outside cash for 18 months.
Because the future is uncertain, managing risk must be embedded in all organisations. SMEs and non-profits must be even more alert to this challenge because they lack the financial strength and resources larger entities have.
Remote Meetings. It’s no longer if but how. Governing boards only come into their own when ‘the feet are dangling’. In situations where there is considerable uncertainty and no obvious way forward, boards really need to step up.
In most organisations a myriad of decisions are made every day. In established organisations most of these are delegated to management to be made within a framework of pre-established policy, procedure and decision criteria.
Demands on governing boards are increasing, along with the pressure to include more items on meeting agendas. Examined closely, many of these have little governance relevance. Here are some tips to spend more time on what matters.
This article provides executives with insight into the board process and ways to get the best from the board. It also provides directors with insight into the effect of their requests on the executive and managers of the business.
A key responsibility of the Chair and CEO is managing the board meeting process and the actions subsequently agreed. Establishing a governance cadence helps the board examine important matters, and ensures the Management and Board are aligned.
Create an agenda, build the board pack, take minutes, assign actions, and load files to the secure repository.
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