This document discusses improving board governance and behaviors. It focuses on establishing a strong organizational culture, ensuring board values are reflected in strategy, and the importance of the board working as an effective team. Specific topics covered include defining organizational culture, balancing constructive challenge with support, managing relationships and trust, and utilizing frameworks like the GRPI model and Johari window to enhance team dynamics and self-awareness. The goal is to provide charities with practical guidance and best practices for enhancing board governance and performance.

1. BOARDS BEHAVING BADLY?
GETTING YOUR BOARD
WORKING BETTER
TOGETHER
SPEAKERS
TESSE AKPEKI, BWB/ONBOARD
IAN MATHIESON, MOORE
STEPHENS
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2. Behavioural Governance
• Increased emphasis on people issues
• Structures and procedures not sufficient for good governance
• Importance of board as a team
• Group dynamics

3. Circles of Influence would be in the
Shape of an Onion
CORE

4. Culture - Values, Attitudes and Behaviours
What is culture?
The charity’s culture can be defined as a combination
of values, attitudes and behaviours that are
demonstrated in its operations and relationships with
its beneficiaries and stakeholders
Values
Need to inform the behaviours that are expected from
everyone
Behaviours
Board’s should give careful thought as to how the desired
culture is assessed and reported on and how actual
behaviour is benchmarked.

5. And their relationship to strategy and
good governance?
Culture, Strategy and Good Governance
The strategy to achieve the charity’s purpose should reflect the
values and culture of the charity and should not be developed in
isolation.
A healthy culture both:
protects; and
generates value
Culture cannot be separated from strategy and is critical to its
execution
Effective Boards, who demonstrate good governance, oversee both

6. To demonstrate good governance
Worth remembering :
• Openness and Accountability matter at every level for good
governance to operate effectively
• Leaders, in particular the Chief Executive, must embody the
desired culture, embedding this at all levels and in every
aspect of the operations
• Board’s have a responsibility to act where leaders do not
deliver

7. Effective and Good Governance
Remember two maxims:
Trustees role is to:
– govern, but not manage
– delegate, but not abdicate

8. Good governance
Balance of:
Constructive challenge and
Support
Staying true to the:
culture
strategy
beneficiaries
Be prepared to adapt to the changing external and internal
environment

9. Improving charity boardroom behaviours
• Principle 1: Organisational purpose: committed to the cause,
clarity of focus, being strategic
• Principle 2: Leadership: leads by example, operates as part of a
team
• Principle 3: Integrity: integrity, independent thinking, ethical
• Principle 4: Decision making, risk and control: probing but not
controlling, risk aware, not risk averse
• Principe 5: Board effectiveness: self-aware, creative, innovative,
keen to learn and improve
• Principle 6: Diversity: open-minded, courageous
• Principle 7: Openness and accountability: listens, inspires trust,
accepts responsibility and accountability.

10. 5 Tenets of Trust – Trust tips - Lea
Brovedani
• Caring
• Consistency
• Competence
• Commitment
• Communication
Source: Trusted – Secret lessons from an
inspired leader; Rebuilding trust

11. Emotional & Social Intelligence
• Self Awareness
• Self-Management
• Self-Motivation
• Awareness of Others
• Relationship Management
• Connection and engagement

12. Defining & Building Trust
Respected – Appreciated – Supported; a great experience
Recognise improvements – admit mistakes
Keep your word – do what you said you would do
Stick with the task until it is completed – don’t give it up
Consistency – match words and deeds. Adhere to a code of
conduct; mashing and gelling well
Others know what to expect – consistent expectations
Competence – continual learning is encouraged; reward risk taking,
resolve mistakes

13. Effective Teams: The GRPI
Model
GOALS
80% of conflicts
in teams are
attributed to
unclear goals.
ROLES
If the goals are
not clear,
uncertainties in
individual roles
arise.
PROCESSES
If roles are
unclear, conflict
will accumulate
in the processes.
INTERACTIONS
If processes are
unclear, conflicts
will appear at the
personal level.
For more information, see “The GRPI Model – An Approach for Team Development”
by Steve Raue et al. (Systemic Excellence Group © 2013)

14. Johari Window Model
known
by self ask- unknown
by self
known
by others
tell
unknown
by others
1 2
3 4
hidden area
self-disclosure/exposure
open/free
area
feedback
solicitation
blind
area
others’
observation
shared
discovery
unknown
area
self-
discovery

15. Group Dynamics & Teamwork
Is your board a group or a
team?
(Source: Rx For Governance Malaise: Board Accountability (Cathy A. Trower, Ph.D.)

16. Emotions that Lead to Action
Anger
(Acquire)
Surprise
(Learn)
Happiness
/Sadness
(Bond)
Fear
(Defend)

17. 7 Actionable insights for practitioners
1. The effective chair (a role model, attentive, diplomatic)
2. CEO engages constructively with the board
3. A constructive relationship between the chair and the
board
4. Demonstrate character and competence
5. Design and manage a high performance team
6. Skilful use of a range of safety valves
7. Anticipating and managing red flags

18. Expectations defined and clarified
• Organisational Reviews; more focus & clarity
• Board Effectiveness Reviews; identify the issues
• Review of the agenda and board meetings
• Mentoring, training and coaching for trustees
• Governance Review & performance assessment
– Composition and size of board
– Performance frameworks (leadership indicators)

19. Good Practices – more resources
• Leading Great Meetings – How to structure yours for
success – tools for achieving results in face to face and
virtual meetings (Richard M Lent)
• Improving charity boardroom behaviours (ICSA)
• Conflict and Tension in the Boardroom; how managing
disagreement improves board dynamics (ICSA)

20. Better late than never

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CONTACT:
Tessé Akpeki
OnBoard Governance Development
Bates Wells Braithwaite
10 Queen Street Place
London EC4R 1BE
Tel: 020 7551 7723
Mob: 07931 781242
E-mail: t.akpeki@bwbllp.com
Web: www.bwbllp.com