By Julie Garland McLellan on March 6, 2012
James is a recently-appointed director on the board of a family business. He is the nephew of the founder and has worked in the business for several years since completing his MBA. He is concerned because the board meetings are all taken up with historical reports and endless discussions of ‘who did what’ and how [...]
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 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 December 15, 2010
Many directors of Government owned enterprises take up the role because they want to have an effect on the organisation and, through the organisation, on the society they live in and will bequeath to their children. Even directors who do not profess a burning sense of mission will admit to a deep sense of responsibility for organisational and societal outcomes. Only directors who can apply their passion in a board-appropriate manner will successfully manage to influence events and corporations. Few directors receive any training in how to do this.
By Julie Garland McLellan on October 11, 2010
Boards need to discuss horrible ideas: the idea that your product might no longer be relevant to your target market, the idea that your staff might prefer to work elsewhere, or that your technology might leave you unable to deliver goods and services. These are not issues that management like to talk about and, indeed, [...]
By Julie Garland McLellan on August 27, 2010
The role of the board changes as the company grows and the management team becomes more diverse, with a wide range of experts who can contribute to strategy in different ways. A company passes through several stages in its life cycle. In the first stage ‘Start-up’ strategy is developed and implemented by the founder and [...]
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.
