By John Harte, Managing Partner of Integrity Governance Leaders pre-pandemic would be told to “walk the floor” and “read the room”, to be seen, available and accessible to staff. This is wise counsel in the physical workplace but COVID has fast tracked the move from working in an office to virtually from home. This change […]
Read More… from Why leaders need emotional intelligence in a virtual world
The pandemic has seen boards re-write business plans, challenge assumptions, change views on risk, rewards and opportunities. They have had to, as they arguably face the worst global economic conditions since World War Two. While some boards are excited by and are embracing the task in hand, others are not. For a considerable number […]
Read More… from Five ways to manage the board in a time of crisis
Ensuring the board is an effective decision-making asset is the chairman’s key role. As we enter 2021, good chairmen must consider how they and their board can continue to be successful and add value. They should also be optimistic as they look forward at the year ahead, but also pragmatic because of considerable existing uncertainty […]
Read More… from The new year’s resolutions chairmen should be making and following in 2021
The COVID-19 pandemic has fundamentally changed our understanding of the type of business risks faced by boards. The impact of a health crisis that could lead to a global economic depression, and the assumptions around risks are challenging boards in unforeseen ways. Boards are charged with gaining the best return for the risk being taken […]
Read More… from Nine points for boards to consider as they navigate a COVID-19 world
At the start of 2020, director duties and responsibilities are more onerous than ever. Following reports from the various Australian Royal Commissions over the last two years there is much for directors, and potential directors, to think about. In our work with boards and executive teams around the world, we are sometimes asked “So what […]
A good Board Chair understands they are a facilitator to achieve the best outcomes rather than a “commander”. They listen more than they speak, and they create the conditions in which directors can have robust and productive group discussions. A good Board Chair shows restraint and patience. They focus on the process which allows others […]
Regulators are taking more interest in board and organisational culture as a result of the Hayne Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry and monitoring indicators of culture is now more important than ever. […]
Observations from the Prudential enquiry report into the CBA […]
Read More… from Observations from the Prudential enquiry report into the CBA…
A well thought out and carefully structured induction process can help new directors to hit the ground running. It will enable them to make a meaningful contribution to board deliberations from the start of their tenure. The better the induction process the more effective a new director will be. […]
Read More… from Director Induction: Starting out on the right foot