Why External Coaching for Your Executives is Critical
There are very few safe harbours in the world these days and for the isolated CEO or executive carrying all the pressure, providing them with one will make a significant difference to their performance and longevity, and through them, the organisation. It doesn’t matter how smart, insightful or even self-aware you are, getting a quality, external perspective helps. Someone to help sort the important from the urgent, who doesn’t have a vested interest in anything other than your success.
Talking the Talk and Walking the Walk (But with Heart)
Introduction: Fiduciary Duty (Have a Heart) Board members have fiduciary duties that include acting in good faith in the best interests of their organisation, avoiding conflicts with their own personal interests, acting with reasonable care, skill and diligence and not using their positions to misuse information, gain profits or obtain benefits for themselves or for anyone else.1 Put another way, board members need to have a heart to create a culture in which the organisation’s strategy arises out of its inherent values.
Adaptive Governance… Transformational Leadership
For boards of community businesses (NFPs) the move to a customer-driven, competitive marketplace is a radical departure from their known industry/sector context to which they and their management team were perfectly adapted. When any industry or sector undergoes a radical paradigm shift, it presents all boards, chief executive officers and executive teams with the dilemma of: do we disrupt our organisation, that is seriously transform our organisation, re-engineer our business model and reinvent our culture to ensure we are part of the new paradigm?
Can Boardroom Leadership Meet the Challenges of the Future?
Leadership remains the biggest challenge of all for 2013 and beyond. – World Economic Forum Global Agenda Outlook There’s never been more commentary on the challenges facing planet earth (and organisations and boardrooms) than we find entering the 21st century. Humanity is challenged to lift its adaptability index massively. Corporates are more adaptable than governments and are ideally positioned to globally and locally confront the world’s most pressing issues.
Leadership Succession Management as an Ongoing Governance Discipline
A board’s primary responsibility for the succession of the senior leadership of an organisation is increasingly acknowledged in light of clear evidence that inevitable changes in these positions often cause preventable disruptions to corporate performance. Australia, which previously has been lagging its counterparts in the US and the UK1, has recently tightened its governance guidelines to make boards more accountable for directly overseeing the succession of all key management positions2. As this translates into one of the most ‘hands on’ roles of a board, how can directors ensure that an effective approach is being implemented?
Disrupt or Be Disrupted ... The Six Leadership Challenges of the New Customer-Driven Competitive Marketplace
The strategic and organisational impacts and implications of the new customer-driven, competitive marketplace of human services are profound. Never before and probably never again will the boards, chief executive officers and senior managers of Australian community businesses (NFPs) face such a cataclysmic shift in the way they need to think, behave and operate. The shift from a government-funded, welfare paradigm to a customer-driven, competitive market paradigm should not be underestimated – there are immense strategic and organisational challenges as well as significant opportunities.
Three Cheers for the Chair
Every board member has an important role to play in the governance of your organisation, but it is your board Chair who has the greatest influence over the culture and focus of your board activities. As such it is crucial that boards carefully consider their Chair’s appointment and make sure they choose the right person for the job. When discussing the role of Chair for your organisation, there are several things you may want to consider.
Robust Strategic Leadership in Greater Need than Ever
An awakening to current economic realities and the search for efficiencies by state and federal governments has triggered a period of transformational reform – spurring leaders of non-profit organisations to reassess the viability of their models and make a raft of critical strategic decisions. Recent policy changes, such as the introduction of the National Disability Insurance Scheme (NDIS), have had far-reaching effects, impacting large well-established organisations as well as a variety of smaller operations.