Blog


47 Blog Items found:      Showing Blog Items 1 - 25

What is your organisation's journey like?

It can be fascinating to compare your experience serving on the board of an organisation with that of a journey to a destination. How does your experience compare?

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How well does your organisation Aviate, Navigate and Communicate?

Pilots learning to fly are taught a set of priorities: Aviate, Navigate and Communicate. These common sense priorities are just as applicable to any organisation as they are to the cockpit of an aeroplane.

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Consensus in the board room is the preferred outcome, but sometimes it is not possible!

It is generally accepted that board members should be able to discuss, analyse, review and then agree on any issue that they are debating in the board room. However, there may be circumstances where such an outcome cannot be achieved, so what are the options for dissenting members?

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The Board – CEO relationship: what underpins an effective relationship?

For the governance of an organisation to be truly effective and deliver the best possible results for all stakeholders, it is critical that the Board in general and the Chairman in particular have a relationship with the Chief Executive that is based on the following fundamental components ..

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Reputation Management – the role of the board

Good reputations generally take a long time to establish, however can be tarnished and even destroyed very quickly. What role then does the board play in managing and maintaining an organisation’s good reputation?

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Sub committees – benefits and the down-side

Sub committees are generally seen to be a useful approach to dealing with the business of the board and can deliver real benefits to the governance of an organisation; however there are potential down sides which should be considered and managed to achieve the best results for the business.

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Do you appreciate your volunteers?

There are over 20,000 not for profit organisations in Australia and the majority of these organisations rely in part or in full on volunteers. These volunteers range from the occasional participants to the stalwarts of the organisation, many of whom serve as Directors and senior office bearers.

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Common Mistakes New Leaders Make

Assuming leadership of an organisation is tricky. You may arrive in a period of turmoil and be forced into crisis mode. Vital information may have been hidden before the election and not revealed afterwards. Depending on how you were elected there may be disaffected Board Members. Volunteers may be disaffected and withdraw their labour. Others may become onlookers or critics instead of participants.

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Could your Board Meetings be better?

Board meetings are your organisations key decision making forum. How well are yours working? Do you regularly run out of time? Do you stick to the agenda? Is there an agenda? Are papers circulated in advance? Do you feel that the meetings are effective?

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Good governance – plan from the outside in, not the inside out

As the board is responsible for the direction and sustainability of their organisation, how the strategic planning process is approached will have a major impact on the effectiveness of this activity – utilising a framework that looks at the external environment will assist board members in their deliberations and decision-making.

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Good governance – the right culture will deliver every time.

A Governance Excellence framework will provide the road map to good corporate governance, however without the right culture and leadership, successful implementation will be difficult, if not impossible to achieve.

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Good governance – structure the board to add value

A key ingredient in best practice in corporate governance is the actual structure and composition of the board. Diversity should generate a superior outcome, if all members are acting in good faith and in the best interests of the organisation they are charged with governing, during their individual and collective tenures.

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In strategic planning, does structure come first or last?

A key responsibility of the Board in our Governance Excellence model is the development of the strategic plan. Whilst organisations, existing ones at least, will always start with a structure and people in place, the focus in the initial stages should be on “what and how” and then on "by whom", not the other way round.

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Board communication channels – is just through the Chief Executive the only way?

Good governance requires the Board to work with and through the Chief Executive to maintain the distinction between Board and management duties and responsibilities. However, good governance also requires the Board to satisfy itself that the conduit between the organisation and the Board is free on any natural or imposed road blocks.

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VW, 7-Eleven & CBA – the boards cannot absolve themselves from responsibility

The recent and ongoing saga of these organisations again raises the issue of the duties and responsibilities of corporate non-executive directors. Irrespective of the size of the business, the nature of the operations and the organisation structure, the board of directors retain the ultimate responsibility and no amount of posturing can remove them from this position.

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Financial governance – a fundamental responsibility of good governance

In today’s competitive business environment, the need for good financial management and governance is at the top of the list for organisational sustainability and viability. Every board should have at least one person who is appropriately qualified and experienced in the area of strategic financial management to provide leadership in this most important area of good governance.

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A governance manual – a necessary component of good governance

It is generally expected that an organisation will have a documented policies, procedures and operational manuals in place to ensure continuity of practice consistent with the expectations of those responsible for leading the organisation and to remove the potential risks of decision and policy “on the run”. This is also an expectation and requirement for good governance. 

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The New Year – what should boards be thinking about in particular?

The end of a calendar year is a good time to stop and reflect on the year that has just passed, lessons learnt, trends identified and create some consensus on what the board should focus or continue to focus on in the new year. Here is our view on this most important aspect of governance excellence.

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2016 – A year of good governance?

2015 produced the usual array of bad behaviour at board level, either as a result of specific initiatives or as a result of negligence or failure to under the duties and responsibilities expected and required of a board member of both a commercial and non-profit organisation. So what are some of the fundamental practices a board should have in place to ensure it does not join the list of non performing boards?

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The governance organisation chart – what does it look like?

A simple diagram provides an overview of the governance organisation chart in a non-profit organisation – the board has a role to play in understanding how each level contributes to the organisation achieving its mission.

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A board charter – an important governance document

Organisations striving for best practice at the board and governance level will have a Board Charter that all board members understand and formally commit to through both the selection, induction and annual review processes. In this note, we outline the key components of a board charter.

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Is your board sustainable?

The word “sustainable“ is thrown around a lot lately and sometimes when this happens, the word and its intent lose meaning and are de-valued. Whilst we do not want to contribute to the devaluation process, the concept of sustainability is important and worthy of a commentary in relation to the composition and performance of a board. So here are a few questions a board should ask itself to contribute to its own assessment of its sustainability status.

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A code of conduct – do you need one in your organisation?

A code of conduct is becoming a more utilised document to assist individuals and organisations establish the benchmark for and expectations of behaviours of members of the board and therefore by extension, all other persons working in the organisation. The benefits are many and both newly established and existing boards should incorporate a code of conduct into the governance framework.

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Reputation management – take care and proceed with caution

When a disaster happens, whether caused by your organisation or by someone/something else, how you manage the situation can either generate goodwill or exacerbate the problem. The board must have a plan in place to manage such a situation eventuating during the course of its tenure.

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Grievance & whistle-blower policies - are your's up to date?

Grievance and whistle-blower policies are important components of the governance excellence model. Stakeholders, in particular staff and volunteers, need to be both aware of the existence of such policies and have confidence that the organisation will uphold both the intent and the spirit of the documents.

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47 Blog Items found:      Showing Blog Items 1 - 25