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Journeying with a Board Coach

Journeying with a Board Coach. Why seek external assistance?. From experience, the reasons for engaging someone to work with your Board tend to fall into one of the following three categories:

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Journeying with a Board Coach

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  1. Journeying with a Board Coach

  2. Why seek external assistance? From experience, the reasons for engaging someone to work with your Board tend to fall into one of the following three categories: • A well-established Board which is looking to take their Board performance to a new level and they have an ‘appetite for change and improvement’. • A new Board which is looking to establish an effective foundation to guide its deliberations and ensure that all the ‘Directors are on the same page’ when it comes to their roles and responsibilities. • A dysfunctional Board which has lost its way due to internal conflict or external pressures and needs assistance to get ‘back on track’.

  3. Coach or Mentor? A mentor is like a sounding board, they can give advice but the Directors are free to pick and choose what they do. The context does not have specific performance objectives. A coach is trying to direct the Board to some end result, the Board may choose how to get there, but the coach is strategically assessing and monitoring the progress and giving advice for effectiveness and efficiency.

  4. Australian Newsagents' Federation The Australian Newsagents' Federation (ANF) is the peak industry body representing Australian newsagencies. There are 5000 individually owned and operated newsagencies in the country. Together, they make up Australia's largest retail and home delivery group turning over $6.5 billion a year and employing more than 20,000 people.

  5. The problem with Governance is that there is simply.. too much information! 145 Million results!!!

  6. Good Governance is pretty basic.If we apply common sense, it falls into place!

  7. What we did.. • Started with one day workshops following the Bi-Monthly Board Meetings in Sydney. • Ran a session on Good Governance practices • Conducted a Gap analysis • Drafted and agenda for the coming workshops • Put in place a range of policies and structures to support the new directions • Promoted a culture of review and renewal.

  8. Good Governance outlines 7 MAJOR RESPONSIBILITIES OF A BOARD Ensure good Processes Set the Strategic Directions Get the Structure right Direct the CEO Monitor the Organisation Report to the Members & Stakeholders Take responsibility for the Culture

  9. What did we cover? FiduciaryDuties Good Governance? Financial literacy Roles and Responsibilities Independent Directors Communication Board Calendar Effectiveoversight Reporting Risk profile Board Health Check Policies Board Committees Good committee processes Role of Governance & Management Board Buddies Strategic priorities Membership models

  10. Ideal Board Displays Leadership, Integrity & Good Judgement. They use these three attributes to ensure more effective decision making. This ensures the organisation demonstrates transparency, accountability and responsibility.

  11. Any questions?

  12. A final thought….

  13. Thank You! Paul Grogan Managing Director MDO Consulting www.mdoconsulting.com.au M- 04 67 63 23 03

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