Governance and it's principles defined by leading experts
An annual operating plan is the blueprint for building your organisation in any given year. This guide is aimed at CEOs of small to medium commercial and not-for-profit organisations with a management team (i.e., 3+ managers) that struggles with strategic/operational planning.
According to directors, the CEO report is the most important document in the board pack and it’s their go-to doc. However, most organisations struggle with it and very few get it right. Watch our recorded webinar and learn the art of creating a CEO report that delights your board.
We start by looking at what governance is and isn’t. The board as a subset of the owners has a separate and distinct role that needs to be made clear, understood, and adhered to by directors and management alike.
As a group and as individuals the board must be committed to learning. The board needs skills of active and purposeful inquiry. To mould the board into a genuine learning entity takes effort and some planning.
The meeting is where governance actually happens. Too often though, the time is poorly spent. Here we look at how to structure your meeting and your year’s work to ensure that the board is focused in the right places.
A board is physically present less than 1% of the time but with full responsibility 100% of the time. The connection to the CEO is the primary mechanism for ensuring that all is as it should be. Here we look at how.
The engaged board is in constant strategic mode, checking that resources are being used in an optimal way. Also, understanding and reacting to the changing world. Here we look at how that happens.