Learn how to run a lower stress process to produce an engaging annual operating plan.
An annual operating plan is a prized document. It's the blueprint for building your organisation in any given year. You wouldn’t build a house without architectural drawings. Unfortunately, many small to medium businesses or non-profit CEO’s run their organisation's with only a sketch of what they are building.

This webinar is aimed at CEOs of commercial and not for profit organisations with revenues between $1M and $40M and a functioning management/leadership team (i.e., 3+ managers) who don’t have a strong track record of strategic and operational planning. 

Join us for our enlightening webinar, 'How to think differently about whole of business governance’, where Dr Dean Blomson and our expert panel will be guiding us through an exploration of business governance design.

This webinar is designed to explore governance beyond the confines of the boardroom, into and across the business entity (whether for-profit or not-for-profit; whether listed or public). If boards are to be effective in their governance, then the systems, processes, and structures of the business itself need to be properly designed and reliably managed. Board systems don’t or shouldn’t exist in a parallel universe from the organisation itself (although often it seems like they do). 

Dean, supported by the panel, will delve into why it is crucial for any organisation to develop a business-wide governance model that doesn’t necessarily start with the board and its requirements but ultimately supports these effectively and efficiently. Dean will touch on his research into enterprise governance design, plus his prior BoardPro presentation from 5 September (“Bespoke governance”: How to determine if your governance is fit-for-purpose). 

Explore using skill matrixes to ensure effective director succession planning and onboarding. Understand how to identify the right competencies, balance the board’s collective expertise, and plan for future needs.

In today’s business world, boards must be agile, diverse, and prepared for future challenges. A skill matrix is a powerful tool that helps boards evaluate their current capabilities, identify gaps, and ensure they have the right mix of skills for long-term success.

This webinar will guide you through creating and utilising a skill matrix for director succession planning and onboarding. We will cover key elements such as identifying essential skills, assessing current directors, and planning for strategic recruitment and training.

While minutes often feature in-jokes about board performance (for example, ‘boards take minutes and waste hours’), they are no laughing matter. Board meetings are an essential component of an organisation’s decision-making process. The record (minutes) of the conduct of those meetings is a direct indication of the quality of a board’s administration.

For various reasons, the quality of the minutes and the protection of their integrity, once approved and signed off, are treated with considerable gravity. Boards should pay closer attention to both the recording and approval of their minutes than is often the case.

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According to directors, the CEO report is the most important document in the board pack and it’s their go-to doc. However, most organisations struggle with it and very few get it right. 

Why? Because there are many pitfalls to avoid and it can get tricky. CEOs who are pressed for time often assume that everything the board members need can be found in the team’s documents. 

It’s also not uncommon for CEOs to believe that it’s frustrating for directors to read a document that duplicates what has already been laid out in the board pack. For these reasons, CEOs don’t always think it’s necessary to write a report. 

They think they can just verbally say what they need or provide bullet points. However, that’s not enough. When CEO reports are done well, they provide chief executives with opportunities for reflection and it allows them to tap into the expertise because it answers many questions. 

For one, CEO reports give board members insight into what’s on the CEOs’ mind, which is something the board needs to be truly effective and benefit the organisation as much as possible. 

Traditional Board induction packs can leave new Directors disengaged (even before they begin). This can be challenging especially if you want them to reach their potential quickly but don’t have the time to coach them personally through this transition.

Imagine if...

• All the Directors who undertook your Board induction were confident and prepared at their first meeting.
• Each of your new Directors was asking the right questions, reading and participating in all Board papers and discussions.
• All new Directors were enthusiastic about their tenure, and brought fresh insights to the table, even if they are volunteers with little to no formal experience.

Download the topic whitepaper

Board meeting cycles are the lifeblood of the work of the Board. Individual Board meetings are where most of the discussion and ultimately decisions are made and are therefore the most important mechanism that the Board has at its disposal. The authority of the Board arises from its collective nature, which necessitates meetings to address the collective decision making. 

In many instances, Board schedules are treated as an agreed set of dates that the Board will meet, with little or no thought given to the larger strategic issue of the specific focus for each of those Board meetings. As the most important tool of the Board, meeting cycles require more advance planning and alignment with the strategic, risk, governance and operational requirements of the organisation. The role of Board committees also needs to be reviewed and integrated into the Board meeting cycle. Gone are the days when Board committees met just prior to the Board meeting, as it was convenient for all concerned. 

Is your board using its most effective tool?

The organisations we govern have responsibilities that require round the clock decision making. Boards can only make decisions when they convene formally for board meetings.

Do we expect our staff to sit around waiting for us to turn up to make everyday kinds of decisions? Of course not, and so, we have to delegate authority to them to act on our behalf when the board is not in session.

When we delegate to our chief executive, do we give them a blank cheque to make whatever choices take their fancy? No, we don’t do that either! We give ‘policy’ guidance which fully realised is a very effective and necessary form of ‘remote control device’ but far too often neglected by boards of all kinds.

Your board is the ultimate decision-making group for your organisation. Board members are rightfully asked to address and take responsibility for the most complex matters you will ever face. 

Diversity of Thought adds value when facing complexity. Boards should therefore aspire to a higher level of Diversity of Thought than other organisational groups. This requires boards to consider their composition based on Diversity of Thought, alongside the typical skills, experience and representative diversity 

It's governance, but not as you know it!

A fit-for-purpose startup board provides a great platform for supercharging your growth – but early stage boards can be scary for founders and directors.

Join us to discover how experienced startup directors operate, and what you should be looking for when you form your company’s first board. We’ll talk through the value of having a board early on, and where that board should focus its time and attention to support the business. 

No plan survives contact with reality!

The best strategy is one where there is a fearless discussion with directors and senior executives about what's not working and what we have missed. 

Join us for insights on to how to use each Board meeting as a mini-review of the strategic plan and strengthen the strategic focus of the Board (and possibly making your Board meetings shorter).

And techniques for an annual review (also short and focused with the Board and senior executive) which can be both an opportunity to reflect on the strategies, and a great induction opportunity for new Directors.

This webinar is meticulously designed to illuminate what 'fit-for-purpose' governance really means in today's dynamic business environment. 
Dr Dean Blomson, supported by the panel, of Steven Bowman and Lisa Cook, will delve into why it is crucial for any organisation to develop a bespoke governance model that fits its unique needs, not generic, ‘one-size-fits-all’ governance. 
Dean will briefly touch on his research into new operating model constructs (shared in a previous session on 7 March 2024 – ‘Governance 4.0’); the key topics and questions the board and executive need to ask themselves (and answer) in order to determine what ‘fit-for-purpose’ means for them. 
Dean, together with the panel will be offering actionable suggestions for boards and executives.

Develop your organisation's strategic development roadmap

Strategy is about having a clear focus on the future you are trying to create, being aware of different future possibilities, understanding the current environment, analysing what this means to your organisation, and then choosing what needs to be done based on this analysis, in advance of needing to act.

As a board member of an SME or Nonprofit, preparing for the upcoming board meeting, you have lots of information to review and want to get to the important stuff quickly!

You don’t want to be nine pages in and still wondering if the new marketing program is delivering results. Nor do you want to be forced to search old minutes for the performance targets you agreed to. Unfortunately, with poorly structured and unfocused CEO reports this sort of scenario is all too common. It’s frustrating!!

Wouldn’t it be great if the first pages of the CEO’s report provided a concise summary of the business’ performance and needs, then it clearly outlined the key areas you need to prepare for? It would certainly reduce some of your frustrations and make things easier going to the next meeting.

Good news for SME’s and Nonprofits! Producing a CEO Report that delights the board, is very achievable, with a few key principles you will learn from this podcast.

We have already noted that the board’s job is a thinking one. As a group and as individuals the board must be committed to learning. The board needs skills of active and purposeful inquiry. The best directors maintain open minds on issues always searching for new information. None of this happens by accident. To mold the board into a genuine learning entity needs effort and some planning. Here we cover some basic steps to assist.

The meeting is where governance actually happens. Only the board as a group can make decisions. Sadly too often the precious time is poorly spent, focussing on things that have already happened or reviewing management busyness. The board’s role is to create the future not mind the shop and in the meeting is where that happens. We look at how to structure your meeting and your years work to ensure that the board is focused in the right places

A board is generally physically present less than 1% of the time but with full responsibility 100% of the time. It needs to be comfortable that for the vast majority of the time is not in session the organisation is well run and pointed in the right direction. The connection to the chief executive is the primary mechanism for ensuring that all is as it should be. Here we look at how that happens.

Board work is thinking work. Too many boards get stuck in oversight mode and reacting to what comes before them. The engaged board is in constant strategic mode, checking that resources are being used in an optimal way. Also, understanding and reacting to the changing world. Here we look at how that happens.

Too often boards leave planning to management, rubber stamping what comes back. Only the board can decide the purpose of the organisation and what it is to achieve. In this second session, we discuss the board’s role in outlining the top lines of planning.

We start by looking at what governance is and isn’t. The board as a subset of the owners has a separate and distinct role that needs to be made clear, understood and adhered to by directors and management alike. In this first session, we explore some of the key principles that define governance.

Increasingly boards are in the frame when things go perilously wrong and people die.  Industrial manslaughter legislation exists in several jurisdictions putting the onus on directors to know how their compliance 'T's were crossed and 'I's dotted.  What they knew when and what they did with the information when they had it.  Could or should they have done more? Compliance requirements pervade all levels of an organisation and includes the maintenance of board policies, asking management for more information when required, and understanding the scope and extent of delegations.

This session won’t necessarily be able to answer all your questions, but it will be a start to how you might think differently about compliance being someone else’s responsibility.

A difficult director can derail the performance of a board very quickly. This webinar will provide tips for how to tackle conversations with directors that are causing problems.

Difficult directors come in all shapes and sizes – some never listen to the opinions of others, some are aggressive, some barely fulfil their commitments. In all cases, a difficult director left unchecked will cause dysfunction, a lack of unity or otherwise impact the smooth operation of the board.

Dealing with these situations in a timely manner is imperative for the ongoing success of a board. This webinar will provide a framework so that you can confidently prepare for and engage in difficult – but constructive – conversations.

There would not be a director in the world who has not had a gripe about the conduct of a colleague at one time or another for annoying, frustrating or downright dreadful behaviour during a board meeting.  If you’re one of them join this session to hear about approaches to instilling a code for meeting etiquette.

How directors conduct themselves at the board table has a big influence on the success and effectiveness of meetings and thus on the performance of the organisations they serve.  Indiscretions can be small and aggravating or big and adversely influential from subverting good governance practice to blatant bullying and everything in between.  However everyone is responsible for their behaviour and should understand they will be called to account if the rules of engagement aren’t adhered to.

This session will address meeting etiquette, what it encompasses, the place of the code of conduct or board charter, and the role of the chair in setting and maintaining standards.

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Governance Specialist

14th August 2024

According to studies, some 60–90% of strategic plans never fully launch (HBR). This webinar will provide practical tips and tools on shifting strategy from words on a page to impactful action.

Bridging The Gap – Strategic Design and Operational Implementation

When bridging the gap, Chairs and CEOs should be considering the strategy design process and preempting the execution gaps. Join us to discuss the two most important facets:
1) An iterative CEO led Strategic Design process with the Board and,
2) A rigorous Execution Cadence led by Management.

This webinar will cover how to tackle common pitfalls of misalignment, lack of engagement, and inadequate traction.

Listen to our webinar to assess if your constitution meets today's needs! Learn how to read it critically, understand historical clauses, and explore how to amend it effectively. Stay informed about modern trends and key issues.

Our expert speakers will guide you through the intricacies of constitutional analysis, offering practical insights and real-world examples. You'll have the chance to ask questions, and gain valuable resources to help you navigate the complexities of constitutional amendments.

Whether you're a board member, legal advisor, or organisational leader, this webinar is tailored to provide you with the tools and knowledge you need to make informed decisions. By attending, you'll be better equipped to address potential challenges and ensure that your constitution reflects the evolving needs of your organisation.

Register now and be part of this essential discussion! Take the first step towards a more robust and adaptable constitution. We look forward to seeing you there!

Are you taking the preparation of your minutes seriously, and do you know why you should?
Inquiries into organisational misdeeds and collapses invariably point to the shortcoming in board meeting minutes that might otherwise have explained and justified the decisions directors had taken. That scenario underlines only one of the reasons for the importance of having a thorough record of the board’s deliberations.

Listen to our webinar  recording to discover how meticulous board meeting minutes can safeguard your organisation and ensure transparency in critical decision-making processes. Don't miss this opportunity to elevate your governance standards!

The governance legislative framework is generally the same, irrespective of a company's age or stage. However, due to their size, limited resources, and founder expertise, early-stage companies have their own unique requirements.

• Gain insights from experienced panellists on distinguishing governance practices in early-stage companies from those in larger, public corporations.
• Understand the unique demands of startup boards, including the need for flexibility, effective risk management, and investor relations strategies.
• Learn how addressing these specialised demands can bolster investor confidence and enhance capital strategies in early-stage ventures.
• Acquire practical knowledge to navigate the dynamic governance landscape of startups and optimise board performance for sustainable growth.

As a Board member or Senior Manager of a reporting entity, you bear significant obligations under the AML/CFT Act. Are you confident that you have them fully covered?

AML/CFT supervisors are increasingly wielding their powers of monitoring and enforcement to ensure reporting entities are meeting their AML obligations. It's crucial for board members and senior management to understand how these developments impact their roles and how to effectively manage ongoing AML obligations.

In this webinar, you'll gain invaluable insights from industry experts.  Discover best practices, practical strategies, and the latest regulatory updates to ensure your organisation remains compliant and resilient in the face of AML/CFT challenges.

Secure your spot now to stay ahead of the curve and safeguard your organisation's reputation and integrity.

Explore the critical functions of Board Members, Executive Directors, and your Company secretary in shaping the strategic direction and impact of not for profit organisations.

Not-for-profit governance is becoming an increasingly scrutinised, regulated and debated topic. This is partly as a result of the increasing size and complexity of organisations in this sector, as well as an increase in corporate regulation generally.

This webinar will provide invaluable insights into effective leadership, governance structures, and best practices driving mission-driven success. Don't miss this opportunity to elevate your understanding of nonprofit leadership and governance excellence.

Join us as we explore the impact of AI and how as directors we can prepare for a future where AI will continue to redefine how we do business.

Artificial intelligence capabilities continue to rapidly evolve. The emergence of widely available generative AI marked a significant milestone, with ground- breaking products such as ChatGPT, Bing AI, Microsoft Copilot and Gemini AI, entering our homes and workspaces. 

Directors cannot put their heads in the sand or tinker around the edges. Instead, they should support their organisations to embrace the AI challenge, including taking advantage of capability and productivity gains while prudently managing risks.

The most common complaint of Directors is “Our Board needs to be more strategic”. But what does this mean? How do you go about creating this? What works, and what doesn’t? What can you do?

Join us for 45 minutes of insights, practical tools and easy-to-implement techniques aimed squarely at helping Directors be strategic.

From personally being strategic, cultivating your strategic mindset, techniques you can use even when everyone around you is in the weeds, through to the latest strategies in designing Board agendas, Board papers and shaping Board discussions.

For CEOs, Executive leadership teams, new Directors, and experienced Chairs.

There are some things that boards find easy to do.  One is to involve themselves in business operations, much to the frustration of many CEOs.  

The other is to create committees to which to delegate all manner of work and tasks. But are all committees created equal? Are they all necessary and fit for purpose?  This webinar will consider how to construct and enable committees to do the work and provide support to the board as designed and required.

The other is to create committees to which to delegate all manner of work and tasks. But are all committees created equal? Are they all necessary and fit for purpose?  This webinar will consider how to construct and enable committees to do the work and provide support to the board as designed and required.This webinar will look at the role of committees in the good governance of boards and organisations and how a board decides what committees it needs to have and for what purpose. The session will cover matters including;

• Committee structure,
• Internal governance
• Membership
• Drafting of charters or terms of reference.

In addition, the importance of to whom and how committees report their recommendations will be noted, as will the work necessary to support committees and enable them to function as intended and expected. Finally, the question will be whether or not a committee is actually required or would a working group suffice instead?

Join Nicholas Barnett and our expert panel as we delve into the crucial role of the Board Skills Matrix in the director selection process.

Discover the benefits of maintaining an up-to-date matrix to ensure you select the most suitable directors and avoid common pitfalls that could lead to costly mistakes.

Learn how to refine your approach by incorporating business acumen and strategic insight into your board's composition. Moreover, Nicholas and the panel will illuminate the increasing significance of behavioural traits in today's board dynamics. Don't miss this opportunity to enhance your board's effectiveness and governance standards. Sign up now to secure your spot.

This webinar will illuminate the intricate landscape of conflicts of interest within the boardroom. Navigating conflicts effectively is not just a skill; it's a necessity for maintaining integrity, fostering trust, and ensuring sustainable organizational success.

Through this webinar, our aim is to provide you with actionable takeaways that can be immediately applied in your boardroom responsibilities. Explore the many case studies and “in the trenches” stories that illustrate how difficult situations have been handled, the various nuances of conflicting interests, and what happens if this is not professionally and competently handled.

Dive deep into the strategic realm of engaging with risk in boardroom discussions. Move from compliance and reporting against your risk register, to unlocking strategic advantage and new revenue sources from unpacking and leveraging risk at the Board table.

A unique opportunity to gain valuable insights into transforming risk discussions into strategic advantages. Learn tips from some of the most astute Board risk advisors and practitioners who have participated in many hundreds of Board discussions This session will explore a more focused view of what are key risks, how does the Board identify risk, and how do Directors best engage with risk reporting and subsequent risk discussions.

In this second of two webinars, you will learn how to develop a proactive board search strategy to get you on board faster. Dive deeper into your board career journey with the second installment of our webinar series, where we focus on crafting a proactive board search strategy to accelerate your path to a board position.

This session is dedicated to empowering you with advanced techniques and actionable strategies to enhance your visibility and attractiveness to boards seeking new members. Learn from seasoned board members and industry experts how to effectively network, leverage your unique skills, and position yourself as an indispensable candidate.

If you're serious about securing a board role swiftly, this webinar is the key to unlocking opportunities and achieving your goals with precision and speed. Join us and take a significant step towards making your boardroom aspirations a reality.

Join us for our enlightening webinar, 'Does governance need a reboot? Time to think about Governance 4.0? with the esteemed Dr Dean Blomson and our expert panel with Steven Bowman and Lynda Carroll.

Dean will be guiding us through a comprehensive exploration of where and how the current corporate governance model is showing significant signs of ‘wear and tear’. Dean will draw on his research conducted with Ernst Young into board operating models of the future, considering first whether the current, prevailing governance model has passed its use-by-date for many companies, and why.

Is the board operating model design, originally intended for the needs of the late 1800’s, relevant and ‘workable’ today? He will outline the forces at play facing companies in the main, and from that, consider a set of implications for future board models.

Dean, supported by the panel, will discuss the areas of ‘common pain’, how to recognise and being to address the possible fracture lines that boards should be aware of.

Understand where and how to start your board career. Across two webinars you’ll learn how to develop a replicable approach to breaking into the boardroom and landing your ideal board role.

Embark on a transformative journey to the boardroom with our exclusive two-part webinar series, designed to illuminate the path towards a successful board career. Discover the strategic insights and practical guidance necessary to navigate the complexities of securing your first board position. Through these webinars, you'll gain access to a replicable blueprint for breaking into the boardroom and securing your ideal role.

Whether you're just beginning to consider board service or are actively seeking to land your first board position, this series will equip you with the essential tools and knowledge needed to turn your aspirations into reality. Join us to unlock the door to influential board roles and begin shaping the future of governance.

Learn the fine art of CEO reporting to the board in four simple steps in 45 minutes from industry and governance experts.
Once targets have been clearly defined, the CEO should be able to produce a report that clearly and easily gives the board the information they need. As a rule, the first two pages should be enough for board members to gather a broad understanding of the position of the business, without having to read any further. 

Traditional Board induction packs can leave new Directors disengaged (even before they begin). This can be challenging especially if you want them to reach their potential quickly but don’t have the time to coach them personally through this transition.

Imagine if...

• All the Directors who undertook your Board induction were confident and prepared at their first meeting.
  
  
• Each of your new Directors was asking the right questions, reading and participating in all Board papers and discussions.
  
  
• All new Directors were enthusiastic about their tenure, and brought fresh insights to the table, even if they are volunteers with little to no formal experience.

Exceptional board performance is pivotal for organisational success. Discover how to measure and improve your board’s effectiveness with evaluations that help to transform team dynamics and deliver better outcomes.

Complacency can be a killer.  “We’ve always done it this way” is a solution to nothing, yet it is so often cited as a reason for continuing with the status quo – even when the status quo is not working.  Board evaluations are the cornerstone for assessing, improving and refining a board’s performance. By delving into a variety of evaluation methods, boards can pinpoint and identify both commendable practices and areas needing attention.

Such insights bolster cohesive teamwork and enable more informed strategic choices, leading to better decision-making. Join us to explore a variety of evaluations options, turning them into catalysts for board and organizational excellence.

Learn how to develop and structure a strategic board agenda that keeps the board focused on the important matters during the meeting.

Focus only on those strategic items that matter

Do your meetings tend to get unfocussed or off-track, or are they a sound use of time, focusing on strategic items that move your organisation forward?

Provide your directors with clarity on what they should do with each paper, and reduce the amount of time wasted on ineffectual discussions. 

Your board paper will be enhanced by understanding the mechanisms and protocol for delivery, discussion, decision-making and recording. In this session we will consider:

1. Process and preparation of board packs 
2. Use of portals and technology 
3. Security and privilege  
4. Managing your mention in the minutes

Directors are generalists, not specialists in your discipline, and they need concise yet comprehensive board papers. This session focuses on key techniques for effective communication, crafting concise summaries, simplifying complex concepts, and organising information coherently.

Understanding boards' information needs is crucial for creating an enduring legal record of diligence, ensuring comprehensive and accurate documentation, fostering transparency, and aiding in informed decision-making, thereby strengthening corporate governance.