The document provides guidance for chairs of boards of directors. It discusses the oversight responsibilities of the chair and how they must ensure the company operates legally and ethically. It emphasizes that the chair, not the CEO, is ultimately responsible for the company. The document also discusses how to conduct effective board meetings, including establishing guidelines, designing agendas, and knowing when to intervene. It provides tips for chairs on developing relationships with CEOs and developing the board through assessment, skills mapping, and ongoing training. The overall message is that the chair plays a critical leadership role in governing the company and overseeing its strategic direction.
Presentation on Governance of nonprofit in CSO Partners Workshop "Opportunities in Challenging Times - A Workshop for NGOs" held on September 14-15, 2009 at Secunderabad
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
Manage to lead - board development and operations v2IntelliVen
These slides present a framework for boards that make clear the difference between a Board of Directors and a Board of Advisors as well as how to set up and get the most from each.
Presentation on Governance of nonprofit in CSO Partners Workshop "Opportunities in Challenging Times - A Workshop for NGOs" held on September 14-15, 2009 at Secunderabad
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
Manage to lead - board development and operations v2IntelliVen
These slides present a framework for boards that make clear the difference between a Board of Directors and a Board of Advisors as well as how to set up and get the most from each.
This was the presentation I did at the most recent 2009 BoardSource Leadership Forum(BoardSource Annual Meeting) that received the highest ratings of any presentation at the entire conference.
Steer towards success: What very successful portfolio company boards doLeslie S. Pratch
In our previous edition, we began to look at how you can design and fill the boards of your companies so they will be more effective. This edition shifts attention to board processes. Board processes exist to help the company reach its goals. First, we’ll examine how boards organize their activities. Then we’ll look at how board members actually behave in and between board meetings to support the company’s achieving its goals, and how to build the trust that facilitates good interactions between the board and management. The purpose of board processes is to encourage good board behavior to happen, but sometimes bad behavior still happens, and drastic action may be required.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
The Company Secretary: Building trust through governance, was undertaken in collaboration with ICSA to examine the unique role of the company secretary, exploring what it takes to perform the role effectively and how a company secretary can become a highly valued contributing member of the board.
Over 200 people, including company secretaries, chairmen, NEDs and CEOs shared their thoughts and experience in the course of the project, and represented a range of board-level views from FTSE, SME and private, not-for-profit and public sector organisations.
The majority of respondents surveyed agree that the role of the company secretary is an important and unique function. However, many company secretaries suggest their role is largely taken for granted and often improperly utilised.
The key findings of this study illustrate how high-performing company secretaries ultimately help build trust, which results in good governance. Many company secretaries acknowledge that their individual discretion, freedom of choice, personal morals and ethics are important in positively impacting corporate judgement. Other respondents note how effectiveness is achieved through more than fixed administrative capabilities or technical knowledge. Respondents to the study highlight the role’s need for continuous engagement, using interpersonal skills to craft effective relationships. These capabilities evolve in a manner that constantly tests a company secretary’s understanding and often results in the critical appraisal of other board members’ roles.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
This was the presentation I did at the most recent 2009 BoardSource Leadership Forum(BoardSource Annual Meeting) that received the highest ratings of any presentation at the entire conference.
Steer towards success: What very successful portfolio company boards doLeslie S. Pratch
In our previous edition, we began to look at how you can design and fill the boards of your companies so they will be more effective. This edition shifts attention to board processes. Board processes exist to help the company reach its goals. First, we’ll examine how boards organize their activities. Then we’ll look at how board members actually behave in and between board meetings to support the company’s achieving its goals, and how to build the trust that facilitates good interactions between the board and management. The purpose of board processes is to encourage good board behavior to happen, but sometimes bad behavior still happens, and drastic action may be required.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
The Company Secretary: Building trust through governance, was undertaken in collaboration with ICSA to examine the unique role of the company secretary, exploring what it takes to perform the role effectively and how a company secretary can become a highly valued contributing member of the board.
Over 200 people, including company secretaries, chairmen, NEDs and CEOs shared their thoughts and experience in the course of the project, and represented a range of board-level views from FTSE, SME and private, not-for-profit and public sector organisations.
The majority of respondents surveyed agree that the role of the company secretary is an important and unique function. However, many company secretaries suggest their role is largely taken for granted and often improperly utilised.
The key findings of this study illustrate how high-performing company secretaries ultimately help build trust, which results in good governance. Many company secretaries acknowledge that their individual discretion, freedom of choice, personal morals and ethics are important in positively impacting corporate judgement. Other respondents note how effectiveness is achieved through more than fixed administrative capabilities or technical knowledge. Respondents to the study highlight the role’s need for continuous engagement, using interpersonal skills to craft effective relationships. These capabilities evolve in a manner that constantly tests a company secretary’s understanding and often results in the critical appraisal of other board members’ roles.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
Gavi’s CEO Dr Seth Berkley presents an overview of the Alliance’s achievements to the Board on 2 December 2015. Topics include a summary of results and challenges in the 2011-2015 strategy period, Gavi’s increasing focus on coverage, equity and sustainability going forward, global health security and the broader immunisation landscape.
These board deck templates include customizable slides and advice from the VCs at NextView Ventures. Use them to save time while building a deck based on best practices as a startup founder or CEO.
Meetings PowerPoint Presentation Content slides include topics such as: why meetings are unproductive, 7 group roles and behaviors, effective meeting notes, 6 guidelines for effective meetings, information sharing/gathering, recognizing resistance to accepting change, phases of change transition, problem solving meetings, decision making, before the meeting, agenda and goals, during the meeting, running effective meetings, after the meeting, common scheduling problems, scheduling hints, taking minutes, how to's and much more.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3. What has Changed…
Recent Tough Standards, Sarbanes-
Oxley as well as increased demands
from economic organizations and
Investor groups make it harder to
oversee organizations.
4. Chair’s Duty of Oversight
• Chair of the Board must ensure that
commercial activities move ahead
logically and systematically (Oversight
of The CEO)
• Must ensure that everything is done
“Legally and Ethically”
5. Despite the current trend toward “Celebrity
CEO” –
the Chair actually is in charge
of the Corporation (Oversight)
6. What a Chair must do
1. The Chair and the Board selects,
directs and compensates the CEO
2. The Chair must answer to
Shareholders, Customers, Analysts
and other Stakeholders if things go
wrong
~ and ~
7. 3. Must Always Put The Brakes on a CEO when they go Astray !!!!
8. The Chair is……
• The First among equals on the Board.
• Approves Strategy and has the overall
responsibility for Governance.
• The Chair sets the Legal and Ethical
Compass for the Company.
• He or She is the overall Steward of
the Organization.
10. Chair and The Board
How to Conduct Effective
Meetings of the Board
11. Group Exercise - Meeting
Behaviors
• In Pairs/Trios at your table …identify
three behaviors that you would like to
see consistently at meeting you Chair ;
for example respectful communication
12. Boards are Criticized for:
– Failure to identify what matters most
– Lack of agenda ownership
– Director acquiescence
– Passive behaviour despite explicit authority
14. Group Exercise - Guidelines
Lets give it a try;
“What meeting guidelines can we agree
on to help us make the most of the time
we spend together; for example what
should we do about the use of
smartphones?”
15. Director code of conduct
Rules of Engagement
1. "We are committed to the success of the
organization (not our personal interests) on a
basis consistent with the Organization’s
Vision, Mission and Values.
2. “It’s only business sonny – it’s not personal”
(Check your egos and personal agendas at
the door)
16. We accept the cabinet approach to
Governance;
–The Chairperson is 1st
among equals.
The Chair does not use their position to
impose his or her opinion on the Board.
17. –All discussions take place in
conference: No Lobbying. If a Board
member wishes to influence a decision
on a matter before the Board, the Board
member should set the position out in
writing and circulate it to the Whole
board.
18. –The majority rules: Board members
participate fully in board meetings,
respect thoughts of others –
commenting upon items under
discussion, displaying openness to the
opinions of other directors and staff and
actively seeking consensus. When
consensus is not possible a dissenting
vote can be recorded in the minutes if
the director asks for it.
19. –Board members support the decisions
of the Board publicly or they resign.
– We do not review decisions previously
taken absent new information.
20. • Matters should be kept confidential.
• We are mindful that tasks unite – parochial
interests divide.
• We execute our undertakings (The Board
cannot be asked to revisit decisions based
on the personal whims of individual
directors).
21. • We discuss issues as they come along.
We do not let them fester.
• Don’t keep a dog and bark ourselves
(NIHO).
22. • Open communication: To ensure every
board member has information for
independent decision – making, we give
everybody everything they need to make
their decision.
• Each Board member and not the Chair
alone is responsible for ensuring that they
respect this code of conduct – and that
their colleagues respect it too.
24. Make the Strategic Context
Visible
• Anything the takes place at the Board
or in one of its committees, should
serve the Company’s “Mission Vision
Values”.
• Re-enforcement of “Mission Vision and
Values” by keeping it top of mind during
the meeting.
25. Lead by Example
• Be a model for the behaviors you would
like to see:
1. Respect for others
2. Good listening skills
3. Openness to new ideas
4. Collaborative Behavior
5. Clarity
6. Shared responsibly
26. Chair Effective Board Leadership ...
1. Fosters constructive culture/tone
2. Facilitates oversight
3. Promotes board independence
4. Guards responsibilities/boundaries
5. Defines discussion parameters
6. Ensures director engagement
7. Builds consensus
8. Focuses discussion/restrains directors
9. Ensures will of the Board prevails
10.Quickly handles or defers new business
Tip: Invest in board chair support and development
27. Steps to bring about a
Common Sense
1. Start With Passion
2. Acknowledge diversity –
3. Study the Chemistry of the Board
4. Divide Strategic Responsibilities
5. Be Aware of Reality
6. Review progress
7. Encourage Feedback
8. Sense the Damage and adapt
28. Interrogate the Argument
1. Break Down the Problem into workable
components
2. Position the Problem
3. Manage expectations
4. Discuss the issues
5. Rework the problem until a solution or
direction is agreed too – Devil’s
Advocate
29. Influencing Outcomes
• Hard Driving personalities often try to
force things through an Organization –
influencing others is a more subtle skill.
30. Influencing others
1. Manage “The surfacing of Sentiment”.
2. Work through divisive emotions
3. Use “Oratory Skill”
4. Focus on Salient points of Debate –
Avoid Rabbit Holes
5. Think Several Meetings Ahead – Think
Chess
31. Designing an Agenda
• Share an approach to designing an
agenda that you use, or have seen, that
makes the agenda interesting and
engaging
32. Agendas
Chair and CEO prepare the Agenda with
Purpose of Meeting and Strategic context in
mind.
1. Reports should be circulated and read before the
meeting.
2. Only Key Points and proposed actions from the
reports need to be discussed.
3. Add items of strategic importance.
4. Sequence the Agenda’
5. Make sure Agenda is timed – Make it a priority to
start and end on time
33. Agenda Development
Two primary sources of agenda items:
– Management’s knowledge & insight
– Issues important to directors
Best Practice:
1. Call to order / Chair’s remarks
2. Declaration of Conflict of Interest
3. Approval of minutes
4. Review of action items
5. Board Committee reports
6. CEO report
7. Strategy updates
8. Specific items of business
9. Other business
10. Meeting without management – In Camera
Tip: focus on “how”
agenda items will be
handled to maximize
board engagement
34. Meeting Minutes
Purpose: official record of board’s care & diligence
•Required by statute and subject to audit
•Reflects work of board team, not individuals
•Documents what was done, not what was said
•An “art” with two traditional approaches:
– short-form: only items discussed and decisions
– long-form: verbatim accounts of everything said
35. In Camera Meetings
• Held to handle sensitive issues:
- internal problems and factions of the board
- reviewing CEO’s employment status
- handling approaches from/to third parties
- determining CEO’s remuneration
- reviewing important government policies
- considering union matters, personnel issues
• Not used for decision-making
• Outcomes formalized within regular meeting
• Minutes confirms session and attendance, notes purpose in
general terms
37. Knowing When to Intervene
• Meeting behind schedule
• Politely remind the group of the problem
and move on.
• Use the meeting guidelines and the
Rules of Engagement to move things
along.
38. Summarizing and closing
debate
• Briefly repeat the key points made
• Clarify any commitments that were made
during the discussion
• Then ask “ Are the Members ready to vote”
• Allow time for the group to respond – then if
no objections vote.
• Encourage all members to Vote – Shared
ownership
• Chair should be the last to speak and vote
39. Group Exercise - Chair
Challenges
• Interpersonal or meeting management
challenges you have faced, or are
facing for example unequal participation
41. A Unique Relationship
• Interdependent relationship of equals at
the top.
1. Chair has oversight responsibility for the CEO –
Exerts considerable influence over the financial
resources the CEO has to work with and the
CEO’s personal compensation.
2. CEO Shapes the Agenda and controls people
resources – Can have a tremendous impact on
the Chair’s workload and the Chair’s external
credibility and reputation
43. A Shared Sense
“The Chair and CEO must always have A
common understanding of what the
Business is about”
This Shared Sense is Critical
Without it the Company’s “Mission
Vision and Values” will be undermined
44. Work to create shared view
• Strategic intent – Mission, Vision Values
• The Company – Business and operating
model, capacity, strength and weaknesses.
• A shared understanding of the World in
which the Business is operating-
Competitors, Business Environment, current
external forces.
• The Future – expected (or possible) forces
and events and how these will impact the
company
45. Create a shared view
• Developing a Shared view immediately
opens the lines of communication which
will enable the Chair and CEO to get
things done faster and strengthens the
likely hood that they;
“Will Get Things Done Right”
46. Values and Ethical
Standards
• Diverse Perspectives are a source of
strength for a company
• On some fundamental issues such as
the values of a company and the ethical
framework within it operates it is
dangerous to have differences
between the Chair and CEO
47. Values and ethical
standards
• If the see the world through different
ethical and value lenses, they will
forever feel like they are speaking two
languages.
• The Chair and CEO need to go beyond
agreeing to “Official” company values
they need to live and exemplify those
values.
48. Role Clarity
• CEOs come into the position with a
general understanding of the Board’s
role but less familiarity with its operating
practices
• Many Chairs base their view of their
role on what they observed in their
predecessor but with a personal twist.
49. Role Clarity -
• Need to follow a structured process of
clarifying roles and agreeing how they intend
to work with each other.
• Value in making a formal process of dialogue
• Accountability and Boundaries of each role
• discussion of expectations and commitment
to each other and the operating principles
that will govern.
50. Evolving the relationship
• Chair cannot expect to become a
mentor to a stranger immediately.
• Both the Chair and the CEO must
continue to consciously work on the
relationship.
• Coaching sessions can bring this about.
Two heads together on the top really
can be better than one !!.
51. Live Your Company’s
Values
If you won’t as Chair …who will?
1.Set the Proper Ethical Tone for the
Corporation – Tone from the Top
2.Avoid sending mixed messages
3.Avoid Excessive Compensation
4.Avoid the pitfalls of Charisma
5.Choose your style of Communication
6.Legacy
53. Companies spend a huge time and
resources training Executives and Staff,
but very little on Board Development
Board members have a huge
influence on the Company
54. Chair is Responsible for
Building a strong Board
1. Develop a Meaningful Board Assessment process
2. Develop a Director Skills Matrix
3. Commit to on-going Director Development
4. Development of the Chair
5. Coaching – Hire Third Party Advisors to assist
6. Transition – Average Board Member takes a year or
two to come up to speed.
7. Develop your talent pool – The Chair is responsible
of succession planning