News Articles


28 News Articles Items found:      Showing News Articles Items 1 - 25

Board responsibilities, accountability and relationships

One of the key success factors in achieving a good governance business model is to establish and maintain an effective relationship between the Board, the Chairman and the Chief Executive. In this article, we will identify these key success factors and also note a few early warning signals that generally mean that there is “all is not well“ in the relationship.

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Good Governance Framework

This article provides a simple but effective framework for those who choose good governance over higher profits whatever the costs.

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Governance as leadership – what does it look like?

Non-profit organisations in the small to medium size range generally do not have access to diverse and well developed organisation structures to deliver their strategic and operational plans. Resources are scarce, supply and demand rarely meet and employment conditions do not always attract the “best and brightest”...

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Stakeholder engagement – why and how

Why is stakeholder engagement important in the non profit sector? How does an NGO create a stakeholder engagement plan?

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Sustainability - the Board’s role and governance responsibility

Board members are custodians of their organisations and are charged with the responsibility of ensuring they leave the business in “better shape” than when they were appointed to their positions. This outcome cannot be achieved if the 3 pillars of sustainability, namely Economic, Community and Environment are either ignored or not given the appropriate focus and attention in both the strategic and operational management of the business.

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The year ahead – governance and leadership priorities

At this time of year it is important for the board and senior management team to reflect on what has transpired in the past 12 months – have expectations that were articulated in the strategic plan been achieved and if not or so, what were the drivers of these results?

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The Governance organisation chart, communication policy & strategy

Good governance requires that the board has in place a means by which it can communicate its mission and then be able to monitor and evaluate performance to ensure long term viability, sustainability and achievement of their goals i.e. the reason the organisation was first started in the first place.

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The board charter – an important governance document

Organisations striving for best practice in board leadership, effectiveness and governance will have in place a Board Charter that all board members understand and formally commit to through the selection, induction and annual review processes. This month’s article will provide a summary of the key components of a board charter and the key benefits derived from having such a document in the governance system of your organisation.

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The code of conduct – a foundation of good governance

Organisations striving for best practice in board leadership, effectiveness and governance will have in place a Code of Conduct that all board members and staff understand and formally commit to through the selection, induction and annual review processes. This month’s article will provide a summary of the key components of a Code of Conduct and the key benefits derived from having such a document in the governance system of your organisation.

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The digital age – a new frontier for every board

What does the digital age mean for a board of directors and their quest for good governance?

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What is the optimum Board size?

We are often asked “what is the ideal number of board members for a non-profit organisation“ and our answer is generally “depends“!

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The Chairman of the Board – first among equals

We discuss the role of the Chairman from both an internal and external perspective and highlight the importance of this position in the organisation’s quest for good governance and sustainability.

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The 3 things Boards could be doing better

We suggest 3 things that Boards could do better to improve their own performance and thereby the performance of the organisation they govern.

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Accountability – to whom and for what?

Accountability – to whom and for what?

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Managing the aftermath of a crisis

Managing the aftermath of a crisis – are you prepared?

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The big Board issues for 2017

What are the big issues Boards should be thinking about in 2017?

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The board member’s tool kit

Like most professionals in today’s business world, Board members of non-profit organisations face competing demands with decreasing resources.

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Corporate Social Responsibility

Corporate Social Responsibility – it’s the right thing to do

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Conflict of interest

Conflict of interest: Manage as best you can

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Effective financial governance

The role of the Board: effective financial governance, what does it look like and how to implement

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Tips on securing a board position

People wish to join a Board of an organisation for many reasons, and unless you are actually invited to take up such a position, you will be required to participate in a recruitment and selection process, not unlike that of an internal role in a business.

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Board Transformation

How to transform an ineffective board into one that works! Generally it’s not that hard to identify an ineffective board of management, the real challenge is how to transform the board to one that fulfils its duties and responsibilities as governors of the organisation and provides leadership, direction and support to management and staff.

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Organisation culture – why it is so important.

The word “culture “ has been bandied around a lot today, from referring to an organisation as having a “ toxic culture” to claiming a football club has a “ winning culture”.

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Successful Leadership of an Organisation – What does it look like?

Over the past 12 months, we have witnessed the very public demise, on both a national and local level , of organisational leaders – Chief Executives, Board Chairman and even whole Boards have either “fallen on their swords” or been dismissed for poor performance and failures to fulfil their fiduciary, governance and leadership responsibilities.

Such unplanned turnover is disruptive, impacts on stakeholder perceptions and confidence and reflects poorly on all concerned in how the organisation arrived at this point, where such a decision is the only option available to restore stability to the business. Whilst no system is infallible, what we have seen over the past 12 months is governance at its worst from Boards and Leaders who should have known better.

The failure was people, not systems and processes, so it is timely to reflect on these issues again.

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2018 - What are the big issues?

2018 - What are the big issues Boards should be thinking about next year?

In this article, we identify 5 key areas that should be exercising the minds of board members as they prepare to welcome the “year of the rooster”

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28 News Articles Items found:      Showing News Articles Items 1 - 25