Blockers or Enablers? The 3 lines of defence

Just as strategic mindsets can be framed in polarised pairs like Growth Vs Fixed, or Solution Vs Problem Oriented, risk management mindsets can also be described as Blocking or Enabling (see header illustration). While reducing any complex matter to a simple binary choice can lead to distorted thinking, when considering your risk mindset it is… Continue reading Blockers or Enablers? The 3 lines of defence

Your ‘ruling’ body

The history of leadership continues to be reflected in our language today. The board of directors is still sometimes referred to as the ‘ruling body’. Historically, the one who set the rules brought order to their community. Sometimes that order was imposed by force, and at other times by democratic processes, but either way, the… Continue reading Your ‘ruling’ body

Sledgehammer or scalpel? Governance capability development

(Part 3 – ‘Duty of Care, Skill and Diligence’ series) “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” Abraham Maslow While it may seem obvious that non-profit directors require a set of skills to perform their duties, elections or appointments… Continue reading Sledgehammer or scalpel? Governance capability development

Complexity – the view from the Chair

Those of us who have had the privilege of chairing meetings know that the view from that seat is entirely different from that of participants. “Like playing multi-dimensional chess” is the analogy sometimes used, as it evokes the multi-focal nature of effective chairing practice. The chair’s role inviting participants to speak and vote on motions… Continue reading Complexity – the view from the Chair

Giving ‘diligence’ its due

(Part 2 – ‘Duty of Care, Skill and Diligence’ series) The term ‘due diligence’ is most often used to describe a detailed appraisal of a business undertaken by a prospective buyer, with a key focus on confirming its assets and liabilities and evaluating its commercial prospects. In the context of non-profit directorial duties however, its… Continue reading Giving ‘diligence’ its due

Caring about the ‘duty of care’

(Part 1 – ‘Duty of Care, Skill and Diligence’ series) There are four main duties of Australian directors, all of which apply whether they are members of commercial or not-for-profit boards. As illustrated in the header image above, these are the: Duty to act with reasonable care, skill and diligence Duty to act in good… Continue reading Caring about the ‘duty of care’

The solvency question: Should we continue to exist?

The not-for-profit sector is facing the same existential questions as the corporate sector at present due to COVID-19. Association members are wondering whether they will have jobs or businesses that they can keep viable, and so renewal of membership subscriptions is not necessarily a priority right now, while attendance at conferences and educational events is… Continue reading The solvency question: Should we continue to exist?

Steampunk Thesaurus: Duty of care, skill and diligence

We usually check the meaning of a word by referring to a dictionary, however it can also be informative to use a thesaurus to gain insights into the nuances of meaning that could be read into a word or phrase by different audiences. The phrase in focus here is the ‘duty of care, skill, and… Continue reading Steampunk Thesaurus: Duty of care, skill and diligence

Proactive risk management – expanding your ‘circle of control’

The first of the 7 Habits recommended by Dr Stephen R Covey in his classic self-development reference is to be proactive. “Anytime we think the problem is ‘out there,’ that thought is the problem. We empower what’s out there to control us…The proactive approach is to change from the inside out: to be different, and… Continue reading Proactive risk management – expanding your ‘circle of control’

The shared purpose mirror: Ideal decision and execution triangles

It has been widely recognised that good governance decisions involve identification of the ‘sweet spot’ where cost, risk, and benefit trade-offs can be achieved. A ‘mirror’ set of balancing factors is involved however when management is charged with implementation of those decisions – as illustrated above. Best practice strategy execution requires management to identify the… Continue reading The shared purpose mirror: Ideal decision and execution triangles