The risk with some board effectiveness evaluations is that they can be mere box-ticking exercises. Everyone is time-poor, and reflecting on your structures, roles, processes, and performance may feel like navel-gazing to some. If your annual board evaluation simply puts some ratings against a checklist of questions, it won’t lead to identifying opportunities for improvement.… Continue reading Board evaluation done? Now what?
We encounter many kinds of conflicts in different settings throughout our lives. Some are personal, involving the inner critic. Others are interpersonal, where we disagree with one another for some reason. Conflicts may also involve groups or organisations we belong to, while others are commercial, legal, or political matters, some of which are played out… Continue reading Diplomacy in the Boardroom, and Beyond – Part 2
‘Conflicts’ in the boardroom are normal. That doesn’t mean we intend to be disputatious or belligerent though. Diplomacy is not reserved for national governments. Conflicts of interest, conflicting opinions, and interpersonal conflicts are some of the more frequently discussed conflict issues that Boards need to manage. The partial typology illustrated below suggests a few others,… Continue reading Diplomacy in the Boardroom, and Beyond – Part 1
During a recent project focussed on evaluating board effectiveness, the client’s wish to enhance ‘strategic capability’ was highlighted. As this concept is one with many possible interpretations, it triggered this post, reflecting on: Strategic Capability Organisational capability includes numerous dimensions, one of which is called strategic capability. Strategic capability, in turn, is a collection of… Continue reading Strategic Capability, Flexibility, and Maturity