Why Good Boards Behave Badly - Improving Your Board’s Performance Through Best Practice Boardroom Behaviours

High-performing boards know that organisational sustainability is reliant upon vigilant monitoring of key performance indicators. Similarly, boards need to review their performance against best practice governance frameworks. However, one critical corporate governance indicator of best practice is often overlooked. The unexpected board performance indicator In 2009, Sir David Walker (Walker, 2009) reviewed corporate governance in UK banks in light of corporate collapses. The terms of reference for the review were broad with the government seeking recommendations for a framework for best practice corporate governance.

Improving Your Board’s Productivity and Performance with Neuroscience

Productive meetings are central to board effectiveness and Director satisfaction. Productivity in a board context is not just about efficiency. It should also be demonstrated through the value add the board delivers. High-performing boards know that unproductive meetings waste time and money and can adversely impact decision-making. In the non-profit sector, unproductive meetings can drain already limited resources. Common actions boards apply to improve productivity in the boardroom include: streamlining agendas, delegating to committees, prioritising issues and modifying board packs (to name a few).