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Governance Tools by Hugh Goldie
Client First Solutions |
What do you need to know about…? (click a topic below for more details)
The value others see in us as Directors is what we can contribute to the combined wisdom of the board and ultimately to the success of our organization. It takes confidence to be a contributor. Risk management is a Director’s fundamental skill. Knowing risk management is the foundation for Director confidence. Enter this site or visit my blog at http://www.govtools.blogspot.com/ to learn more about managing risk.
Boards don’t create strategic plans. They manage risk in the CEO’s plan. You need to know how to manage risk so you can decide if the plan is likely to succeed, and if the risk is acceptable to the owners.
Confidence at the board table comes from knowing how to manage risk. This website and my blog http://www.govtools.blogspot.com/ are all about managing risk. They are all about keeping you and your board in the top 20 percent.
Click the ENTER button to take a look at this topic and many more.
Directors are supposed to ask “The Tough Questions.” But why? Asked incorrectly they can deliver an unhealthy message and draw an equally unhealthy response from the recipient. Tough questions make sense in the context of a board using risk management to do its job of supporting and supervising management. In reality they aren't tough questions at all.
This site is about helping you to use risk management to add context to tough questions. It’s about creating a positive relationship between Directors and Management. It’s about It’s about establishing risk management as an enabling skill for you as a Director. Check out my blog http://www.govtools.blogspot.com/ or click the ENTER button to take a look at this topic and many more.
Board Evaluation is just one step in building an excellent Board. But slipping into mediocrity is a constant risk. The challenge for Directors is keeping the board in the top 20 percent. “Top 20 percent Boards” oversee “Top 20 percent organizations.” They’re more fun to be part of. They attract better management. The Board’s discussions are more interesting. And they make better use of Directors’ time.
Great boards are a major influence in the development of great organizations. I mean the term to be a challenge to directors and boards to continue to improve; to understand what others are doing; to avoid being satisfied with the status quo.
CEO Evaluation is just one step in managing leadership risk. Your Board is accountable for building and maintaining excellent leadership that will propel your organization into the top 20 percent. The most significant challenge for any Board is to ensure that the organization’s leader is the right catalyst, the right pathfinder, and the right pillar for the time and the situation.
Confidence at the board table comes from knowing how to manage risk. This website and my blog http://www.govtools.blogspot.com/ are about managing Leadership and other risks, and staying in the top 20 percent; as a director, and as a Board.
Click the ENTER button to take a look at this topic and many more.
You can’t tell lies to the tax man. Neither can your organization. But your reputation and financial well being could be at risk if it does. Regulatory requirements come from Government securities regulators, taxation authorities, environmental authorities, health protection authorities, workplace health and safety acts, and labor legislation. Directors are the overseers that make sure they are followed.
Confidence at the board table comes from knowing how to manage regulatory and other risks. This website and my blog http://www.govtools.blogspot.com/ are about managing risk and staying in the top 20 percent; as a director, and as a Board.
Click the ENTER button to take a look at this topic and many more.
The management team is not always a stable platform, particularly for growing organizations. Directors don’t hire senior management, but your organization at risk if the board doesn’t monitor the quality of the senior management team. The strength of the team should be sufficient to keep the organization in the top 20%.
Confidence at the board table comes from knowing how to manage regulatory and other risks. This website and my blog http://www.govtools.blogspot.com/ are about managing risk and staying in the top 20 percent; as a director, and as a Board.
Click the ENTER button to take a look at this topic and many more.
These days, if you’re on a Board and aren’t financially literate, you put yourself and your fellow Directors at risk. Financial literacy includes knowing about financial systems and controls. You don’t have to be an expert, but you should understand what they are, how they work, and what issues to look out for in order to manage risk.
What’s a board process? People use the term all the time without really understanding what board process are or how to make them work effectively. But they are an important factor in getting your board into the top 20 percent.
Confidence at the board table comes from knowing how to manage risk. This website and my blog http://www.govtools.blogspot.com/ are about managing risk and staying in the top 20 percent; as a director, and as a Board.
Click the ENTER button to take a look at this topic and many more.
When you join a board you make a commitment to the Directors–and you accept a risk. You should know what you are getting into. You’ll find our questionnaire on this website.
How should you act at the board table? Is there an unspoken code? The answer is yes. This document describes the challenges facing new board members, and the etiquette that is usually practiced around the board table.
Click the ENTER button to take a look at this topic and many more. The Risk Management Program for Boards is a practical approach to good governance that adapts well understood risk management technology for use at the board level. It will:
Governance is changing for corporations, large and small – and for not-for-profit enterprises as well. The Risk Management Program for Boards gives you the tools to manage the change. Directors can't run the business. We can't manage enterprise risk. We rely on the CEO to provide direction and leadership, and to manage enterprise risk. Directors can manage the risk inherent in the CEO's leadership and management of enterprise risk. On behalf of the corporation and its shareholders we can:
Major changes to your board processes might seem an overwhelming task. The chair, the CEO, and directors have limited time. Asking directors to reconsider their role on the board may seem unrealistic for the same reasons. In fact, these recommendations are routine management practices; they're just new to boards. The responsibility for change will rest with the chair and/or CEO. Most directors will only be interested in seeing their time better used. Likely the help of the corporate secretary and an outside consultant will be required to set up the new processes and tailor them to your board's needs. You'll need the first year to smooth out the rough spots. After that the advantages will be clearly visible:
Since the demise of Enron, the job of directors has exploded in volume. It's time for the process side to catch up. Otherwise, governance will become a full-time job. |
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