Articles by Beth McConnell
Beth McConnell is passionate about improving the way boards and teams work together, providing practical guidance to boards, directors and executive teams to empower them to achieve their organisation’s strategic goals.
Beth provides a range of services to boards, including board reviews, board training, tailored workshops, facilitation and coaching – bridging the gap between theory and practice. Beth focuses on improving the way boards and executive teams work together, to empower them to achieve their organisation’s strategic goals. Beth is an experienced corporate governance adviser having worked in management consulting specialising in governance, leading corporate law firms and in-house with superannuation funds.
Beth has over 25 years’ experience as a solicitor and a consultant specialising in corporate, trust and superannuation law and corporate governance. At the time of writing, Beth sits on the Superannuation Complaints Tribunal, the boards of CatholicCare and Xavier College and as Independent Consultant to the Audit, Risk and Compliance Committee of UniSuper. Beth is also a Panel Member on the Australian Financial Complaints Authority.
Beth has a Bachelor of Commerce, a Bachelor of Laws (Hons) and a Master of Commercial Law from The University of Melbourne. Beth is a Graduate of the Australian Institute of Company Directors and trained at the Institute of Executive Coaching and Leadership.
Five Fatal Flaws to Avoid in Your Next Board Review
Five fatal flaws to avoid in your next board review: 1. A lack of purpose, rather than a lack of talent 1 Ask yourself, why are we doing a board review? If the answer is, we are required to do so under our board charter, then beware, you are missing a great opportunity. Boards are encouraged to stand back and reflect on where their organisation is on its journey of development and how the board is operating in this context.
The Discipline in Developing a Winning Culture
Culture is the buzzword of current day governance. A panacea for underperformance, inefficiency and conduct risk. Boards and executives are tasked with developing the right culture in their organisation. But we need to talk about what this means in practice for directors. There is increasing expectation that directors will get out and ‘kick the tyres’ to develop greater understanding of their organisation and its culture, empowering more active and meaningful leadership ‘from the top’ by boards.
The Fundamentals of Good Governance, Post-Hayne
The recent Hayne Royal Commission highlighted some failures in governance in the banking and financial services industry and considered whether banks and financial services organisations had lived up to community expectations. Not-for-profit and for-purpose organisations have much to learn from the recent Royal Commission, as community expectations are crucial to their purpose and their viability. In essence, the Hayne Royal Commission advocates a focus on and a sharpening of good governance fundamentals: governing for purpose, role clarity, improved capability and the importance of culture.