Genius Boards, over the next few weeks, will discuss various impacts on Boardroom Dynamics and therefore, on Board Effectiveness.
As part of this series, Genius offers Boards a series of free self-assessments, focusing on various aspects of Board Effectiveness. Links will be provided at various stages during the series.
Our Genius Board Effectiveness Series begins with an article on Leadership and the importance of good leadership to deliver an effective Board.
Leadership, from my experience working with Boards, is the single most crucial component for Board Effectiveness. A good Chairman is a solid foundation for a good Board.
Dr Jeremy Cross devised in 2013 the 11 C’s Governance Model, depicted below by Genius Boards.
Jeremy, thereafter, created further support assessment words to the 11 C’s Model.
After we have addressed Leadership, we shall use the 11 C’s Model, to framework the next four articles. In these articles we shall address the importance of the governance structure of the Board, the Board Committees, and introducing, Genius Board’s adaption, the 12th “C” – Composition.
After Board Structure, the next three articles will address Board Demographics, Board Attributes and building to the key effectiveness component being Boardroom Dynamics. This article will evaluate three of the “C” and will address the importance of Culture, being another important influencer on Board effectiveness.
Our experience in evaluating Boards, evidences that Boardroom Dynamics are difficult to assess, often clear from the outside, yet not easily understood by the Board themselves.
Leadership and Boardroom Dynamics together are really important influences on Board effectiveness but not “black and white” – you cannot tick a box that they exist or not, they are behaviours and abilities which exist on a scale and when brought together create a “character” for the Board that will be effective to differing degrees.
Equally difficult to define the issues, it is also equally difficult to understand and grasp that addressing these issues can deliver exponential impacts on the effectiveness of the Board.
Later in the series we will address the five Quotients identified by Professor Kakabatse – and adding a further five Quotients that through being a Non-Executive and through evaluating Boards are critical in that too have direct impact on Board dynamics and Board “Character” and therefore the Board’s ability to perform effectively.
Further topics that will be covered thereafter which will include Diversity, Resilience, Agility, Biases & Decision Making and Role of the Company Secretary.
Please look out for the links to the free online Board self-assessment questionnaires.