The effectiveness of the board of directors plays a crucial part in the success or failure of any organisation. There are several universal factors that clearly indicate whether a board is performing at its best or is heading for trouble. These indicators can be used to turn around under-performing boards or to make good boards great.
This practical and comprehensive one-day course will help you to understand how the skills and abilities of different directors should be harnessed to complement each other and drive the company forward. It will demonstrate how a high-performing board should develop an inspirational vision and communicate the organisational strategy to the key stakeholders.
The course will clearly explain the process of board evaluation and how to measure its overall effectiveness and that of its component parts and operations. It will explain the technical aspects of creating a thorough and ongoing review process, helping to generate a culture of continuous improvement in board effectiveness.The course is presented by David Joel, a foremost expert on board effectiveness, who has been coaching directors for more than a decade. David uses a mix of training techniques to deliver a course that is highly informative, very practical and thoroughly enjoyable.
Who should attend?
This course is essential training for all company directors, secretaries, chairmen and chief executives as well as non-executive directors. It will also be of enormous benefit to those who work with a board of directors in an advisory capacity.
09:30 - 17:00
- A Seminar Pack containing the information presented on the day
- A Certificate of Attendance
What Will You Learn?
The Role of the Directors on the Board
- What are the different types of Director that make up the board?
- How do you find the right people to join?
- What are the legal duties and responsibilities of a company director?
- How can we learn to become good directors?
- What are the consequences for directors when things go wrong?
The Role of the Board in the Company
- What is the true role of the board?
- What powers does the board have?
- How can you develop and maintain a 'learning' board?
- How can you manage the inevitable paradoxes that a board faces?
- What is the difference between the vision and the mission?
- What is the role of the board in defining and communicating the purpose of the company?
- How important are company values to the effectiveness of the board and the success of the business?
- What is the approach of an effective board towards risk?
The Purpose of Board Evaluation
- Why do boards need evaluating?
- What are the symptoms of an ineffective board?
- What are the hallmarks of a high-performing group?
- What procedures and behaviours are essential in a high-performing board?
- What pre-requisites must be in place before a review can be undertaken?
The Board Evaluation Process
- What is the 5 Step Board Evaluation Process?
- Which components of the board should be assessed and reviewed?
- What are the Five C's to remember during the assessment process?
- How can you identify the right person or organisation to undertake the review for you?
- Who has ultimate ownership of the review process?
- Is it appropriate to review the performance of individual directors and the chair?
- How often should a board effectiveness review be undertaken?
- How do you judge the success of the review?
- To whom and how should the results of your review be communicated?
Board Evaluation Methodologies
- What methodologies or tools are best for reviewing board effectiveness?
- What are the key questions to be asked during an effectiveness review?
- How should a survey on board effectiveness be constructed and who should be invited to participate?
- What do you need to consider when arranging evaluation interviews with board members?
- How should you evaluate the structure and processes of your board?
- What are the main characteristics or personality-types that can help you spot a 'problem' director?
- What are the key objectives of an individual director review?
David is a Chartered Director and has been facilitating, delivering and mentoring at senior management and director level for the last ten years in both the public and private sectors. He has also provided training and consultancy services to the Institute of Directors for 11 years and has broad practical experience of business change management and in mergers and acquisition.