Last week, British Prime Minister Boris Johnson introduced the ‘Rule of Six,’ limiting gatherings to six people, in order to slow the spread of Covid-19. This brought to mind the older ‘Six Block Rule’ that directors have used to guide them on their capacity to accept new roles. The ‘Rule’ proposes that, in general, aContinue reading “The (other) Rule of Six – and the mistake we make in using it”
Some people tower over their profession: Albert Einstein – physical sciences, Chuck Yeager – test flying, Florence Nightingale – nursing (and statistics – check her out). In corporate governance, few are as respected as Professor Bob Garratt, author of ‘The Fish Rots from the Head’. It’s an excellent metaphor to illustrate his discussion of board leadership, albeit,Continue reading “The Four Levels of Board Maturity … and what you need to do about yours”
I don’t suppose any of us fully anticipated what we, and the rest of the world, have experienced in these last few months. Most of our boards have well considered and often colourful risk registers, which they review regularly. So why was this coronavirus such an ambush? How many registers contained something like: ‘Global pandemic, forcingContinue reading “Who saw that coming? The A.R.T. of Risk Governance”
Every Leader of the Opposition in a parliamentary democracy should keep a copy of The Serenity Prayer on their desk: “Grant me – Serenity, to accept the things I cannot change; Courage, to change the things I can; and Wisdom, to know the difference.” The past is one thing none of us can change: it’s happened. OfContinue reading “What’s the Plan, New Zealand? Three strategic questions we need to ask”
After the SARS outbreak of 2003, someone on the board of the All-England Club (or, more correctly, the All-England Lawn Tennis and Croquet Club), which runs the annual Wimbledon Tournament, asked exactly the right question: ‘What if …’ ‘What if we had another event like SARS and had to cancel?’ As a result, the ClubContinue reading “The Wisdom of Wimbledon: Covered Are We”
Chairing a board meeting is hard work and you feel tired at the end of it, right? I’m the same. It probably means you’re doing your job properly – actually your three jobs as chair: First, you’re managing the process of the meeting. To most people, this is your main role. Second, you’re still aContinue reading “Chairing in the Time of Physical Separation* – Six Tips for Chairing Remote Board Meetings”
Some chairs tell me they don’t believe in board-alone time because it shows a lack of trust in the CEO. Others use it ‘as needed,’ if the chair or a board member calls for it. I don’t agree with the former, and I’ll explain why, but I can easily understand how the latter approach, ‘asContinue reading “The three things we talk about in Board-alone time, and two that we don’t”
Many people better qualified than me have taken to the ramparts to protest this loss of New Zealand’s only serious music channel and I imagine some Ministers are receiving a lot of feedback. But I do have many years of experience sitting in boardrooms, asking hard questions and formulating corporate strategies. So I’ve taken aContinue reading “Radio New Zealand and the Ansoff Matrix”
Six Steps to More Meaningful Minutes
As I write, I’ve just finished reviewing the draft minutes for a board meeting we held last week.
Why do many chairs and directors see this as largely a chore – and do they give the minutes the attention they really need? Are they ensuring that the minutes reflect accurately the decisions the board took, and the tone of the meeting; or do they spend their energy – and feel triumphant – uncovering the trivial typo or incorrect use of punctuation (we all know one of those, don’t we)?
I’ve just returned from a few weeks’ leave and one of the first stories to catch my eye related to the departure of Boeing’s CEO, Dennis Muilenberg, following the company’s inept handling of the aftermath of two fatal 737-Max crashes that killed a total of 346 people.