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Beyond ‘Merit’: How Boards Recruit for Capability, Behaviours and Diversity

This title chosen by Matt Fullbrook for a recent podcast (‘Why good governance is woke and that’s good news for everyone’) was, he said, deliberately

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Board-Only Sessions: When to Use Them – and When Not To

The issue of ‘board-only’ sessions has been a recent topic of discussion for us. They are increasingly common and widely accepted as ‘best practice’ internationally.

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It’s probably time to rethink the way your board goes about its work

The idea that boards have to operate in a VUCA world (short for volatile, uncertain, complex, and ambiguous) has been around for so long that

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Two sides to every story

The crucial importance of narrative

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Boards should be like Swiss Army knives

Part One in a series on mental models, thinking and decision making

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Does your board understand why it must do its job first?

For an organisation to operate effectively, we regularly remind client boards that the ‘the board must do its job first.’ This is because, in most cases,

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When It Comes to the Budget, Are Boards Doing the Right Job?

Before they can begin to consider other aspects of their responsibilities, many governing boards must be certain they have tight control over their organisation’s financial

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Mind the Gap

There was a time when boards would have had little interest in specifying organisational values. A generation or two ago this would have been seen

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Is that Difficult Board Member ‘Destructive’ or just ‘Disruptive’?

We occasionally meet boards greatly distracted by the troublesome behaviour of one member. For some reason, something is going on with that director that is

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Understanding and respecting the difference between advising and instructing

Many accounts of how boards have responded to the COVID-19 pandemic highlight a closer than usual collaboration between boards and their management teams. The nature