November 14, 2017 In LinkedIn

Skills matrix skill – a dilemma

Xavier chairs the nominations committee for a major listed company board. He was a popular choice for the role as the Chairman is not independent and declined to be part of the nominations committee so that the company could more closely comply with corporate governance guidelines released by the local stock exchange. The board has just decided that it needs a policy and strategy for the ongoing Learning and Development of its directors. The board has delegated the task of obtaining a first draft for this to the nominations committee. The board developed a rough outline of a skills matrix at the last meeting and directors will be emailing Xavier with information to populate the matrix. His colleagues appear to believe

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November 13, 2017 In LinkedIn

To board or not to board – a potential director’s dilemma

Yvonne is a senior executive in a large family business. She is the most senior ‘non-family’ staff member. Recently she was invited to join the board of directors. Initially pleased and excited by the prospect, Yvonne started to investigate the role of executive and non-executive directors. She became concerned when she realised the liabilities inherent in the role, especially as she knew that the board was not always functioning in the way her studies suggested it should. So far the CEO had proved to have good judgement but Yvonne is concerned about potentially having to hold her own boss to account. It will be an awkward dynamic. Yvonne is also confused by the wide range of board fees that directors appear to be paid.

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November 13, 2017 In LinkedIn

Out of Bounds

Scott is the Chair of a not-for-profit board that has recently recruited a new CEO from a rival organisation. The CEO is very well qualified and the board are delighted to have her on their executive team. She came from another NFP in the same industry sector. That NFP had a very weak board with directors who were committed to the organisation and its mission but who did not put any effort into establishing good governance. The CEO has become accustomed to making her own decisions and telling the board about them afterwards. Scott’s board are equally committed to their organisation and mission; they are also diligent and effective directors who have established formal controls that are appropriate for an organisation

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