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 Carter McNamara on December 10, 2010
As demands for Board effectiveness and accountability continue to grow, research and discussions about how Boards might operate differently, continue to grow, as well. There are a variety of new ideas for Board models. Networked Governance David Renz suggests that the effectiveness of governance could be enhanced when we realize that governance can include organizations […]
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 November 5, 2010
This post examines some of the differences in thinking between managers and directors. It explains how to assist when a novice director needs help in making the required changes to their thinking.
By Carter McNamara on October 23, 2010
There has been an extensive amount of research and sharing of opinions about what makes for a highly effective Board. Asking what a healthy Board looks like is akin to asking what a healthy person looks like or how much a car costs. It all depends. Yet for the sake of furthering your understanding of […]
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 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 Carter McNamara on September 30, 2010
Our firm regularly gets calls, asking about the differences between for-profit and nonprofit Boards. Although there are certain differences, there are more similarities than people often realize. Misconceptions often stem from the belief that nonprofits have to have a Board because they’re nonprofits. Not true. Chartered, or registered, nonprofits have to have a Board because […]
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.