Filters and Factors in Deliberation

Deliberation – where strategic and personal perspectives meet. We directors and executives all like to think that we are rational beings, engaged in objective decision making processes to achieve governance and management goals. All of our best practice models describe linear and logical steps we take (or aspire to) to optimise performance and meet our… Continue reading Filters and Factors in Deliberation

Change resistance and response

Context In my previous post, issues encountered by various of my non-profit clients were identified as catalysts for application of an empathy mapping response, in order to gain greater insight into the underlying causes of resistance to change initiatives. The issues and circumstances were summarised as follows: – a CEO dealing with resistance to cultural… Continue reading Change resistance and response

Efficient ‘time governance’

“It’s not that we have little time, but more that we waste a good deal of it.”  (Seneca) Good governance is often described as being a balance between efficiency and effectiveness in setting strategy, overseeing operations, and monitoring performance and conformance. As meetings are the chief means by which the board formally addresses its duties,… Continue reading Efficient ‘time governance’

It’s not ‘catastrophising’ when the catastrophe is real !

So often, risk is narrowly defined as the “effect of uncertainty on objectives” (ISO 3100 2009), and ‘risk management’ as a collection of steps by which to reduce the likelihood and/or impact of a hypothetical future adverse event.  Risk avoidance and risk transfer measures, such as insurance, are instituted before the event as preventive or… Continue reading It’s not ‘catastrophising’ when the catastrophe is real !

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’

Governance guardrails and guiderails

The comparative schematics below illustrate the ways in which two related governance tools operate to achieve efficient and effective outcomes for organisations governed by a board of directors. Policies and procedures are usually created to set controls over an organisation’s activities and behaviour. While they are usually two parts of the one process, there are… Continue reading Governance guardrails and guiderails

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

Circles of Control: personal, group and organisational

Since my previous post, I have been discussing with some of my clients the ways in which the ‘circle of control’ concept can be applied at the personal, business unit and organisational levels. This short post arises from those reflections, and can therefore be considered a postscript to the previous one. While the visual metaphor… Continue reading Circles of Control: personal, group and organisational

COVID-19 requires updated risk management, strategies and operations

The NFP sector is not immune from the impact of the corona-virus (COVID-19). Developments arising from the spread of the virus constitute a ‘black swan event’, defined by Nassim Nicholas Taleb as an event that “is an outlier,” as it sits outside the realm of regular expectations. Black Swan events are therefore mostly unforeseen, rare,… Continue reading COVID-19 requires updated risk management, strategies and operations

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