By Julie Garland McLellan on April 7, 2012
Kate is a director on the board of a large national not-for-profit company. The board is comprised of well-intentioned and conscientious professionals who bring diverse viewpoints and bountiful energy to their board discussions. None of them are qualified in governance or have experience on other boards but all take their responsibilities seriously and strive to [...]
By Julie Garland McLellan on January 24, 2012
Company directors are currently working harder than ever before as they attempt to steer their companies through the chaos caused by the global financial crisis. Many organisations that have suffered (or even precipitated) the crisis displayed most of the externally visible attributes of good governance. Good governance structures and reporting are associated with good corporate [...]
By Julie Garland McLellan on November 21, 2011
Graham worked as a management consultant assisting the national operations of a company that has grown over twenty years acquiring ‘non-family’ shareholders who now account for 40% of the capital. The founder’s son, who owns 10% of the shares, heads an overseas division and is a director. The founder retains the remaining 50% and is [...]
By Julie Garland McLellan on September 27, 2011
One of the longest running and most passionately argued debates on LinkedIn concerns the issue of payment for directors of not-for-profit organisation boards. Although the focus of the mainstream press has remained fixed on the high salaries of executive directors and the apparent abuses of performance hurdles so that executives are rewarded for destroying, rather [...]
By Julie Garland McLellan on April 18, 2011
When the Lead Independent Director role was first introduced it was viewed with suspicion. Now, in companies where the incumbent has performed well, it is viewed as an essential component of board success.
By Julie Garland McLellan on January 31, 2011
Leadership development is an important aspect of the director role, and not just something that is recommended for executives. All directors should review their own leadership skills from time to time and determine what and how to improve.
By Julie Garland McLellan on December 29, 2010
Three common issues that can hamper even skilled, ethical and intelligent directors: conflicted relationships, committee thinking and shareholding!
By Julie Garland McLellan on November 19, 2010
This blog post explores the use of detailed board minutes and the risks of inadvertent disclosure.
By Julie Garland McLellan on October 1, 2010
Company directors on not-for-profit boards are often required to make substantial donations to the cause, or to elicit substantial donations from their network. Those that can’t or won’t become major benefactors are, more or less subtly, removed from the boardroom. But does this model sit well with current notions of directors’ responsibility and the professionalization [...]
By Julie Garland McLellan on August 13, 2010
It has often been said that there is no place in the boardroom for a director who does not understand the business. Now we need to consider if there is room for one who does not understand internet enabled connectivity. Directors need to understand both the risks and the opportunities presented by the internet in [...]
Carter McNamara of Authenticity Consulting, LLC, provides organization development and consultant training services, and is developer of the Free Management Library.
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Julie Garland-McLellan uses her experience and depth of knowledge in corporate governance to show boards with limited resources how to be more effective through practical governance innovation and know-how.
Nick Lindsay of Elemental CoSec, provides corporate governance, legal and company secretarial advice to a wide range of companies in the UK.
