Given the pace of change and complexity in today’s business environment, Advisory Board s are often underutilized resources for strategic, high-value information and guidance.
For many corporate and nonprofit organisations alike, the need to evaluate the Board of directors, the strengths, weaknesses and skills gap at any given time, is critical to managing its effectiveness. Leverage these strategies and put your crosshairs on the areas that need the most improvement.
How you view the role of the Board can have a big impact on its effectiveness. Does your Board meet to tick the boxes on compliance? Or is it about choices and creation? This free white paper, Choices, Future, Communities, is a wake-up call to anyone who thinks they are too small to make a difference.
Despite the challenges of regulatory uncertainty and economic pressure, a space to begin proactive discussions around mergers, acquisitions and other forms of sustainable growth has been created for organisations which are willing and prepared.
How prepared an organization is to detect, respond and recover from a cyber attack will determine its resilience following the inevitable data or security breach it will suffer some day. Are you preapred for the inevitable?
A cyber security governance framework contains a set of management tools, a comprehensive risk management approach and, more importantly, an organization-wide security awareness program that weaves into your organization’s key systems and processes from end to end.
With the ongoing proliferation of sophisticated malware, data security breaches and ransomware attacks are an increasingly common experience for organizations worldwide. To meet this challenge, developing and implementing a cyber security strategy must become a priority in the Boardroom.
The need for Boardroom leadership and oversight of cyber security has increased sharply in recent years yet governance processes have not kept pace. Cyber security must rise on the executive agenda if our organizations have a chance of keeping valuable assets from prying eyes.
When you see the results of these successful nonprofit organizations, you are seeing the extraordinary work of conscious leaders. The leadership qualities of the chief executive can have a profound effect on the ability of a nonprofit organization to perform effectively.
What are you really saying when you present your board report as a commentary on how 'busy' you have been? This common approach should be abandoned in favor of board reports that focus on your strategic plan.
Removing an underperforming Board member is an exercise that must be handled with care especially if the director in question still feels passionately about the organization, but are unsuitable for future tenure.
What's the best way to cultivate leadership qualities, regardless of your formal job title?
Risk is an often misunderstood concept in governance, especially when it is contained at all costs and never explored for potential gian.
The relationship between the nonprofit Board Chair and the CEO is arguably the most important relationship in the organization. What does it take to nurture the relationship, even bring it back from the brink?
Biased information sources make it difficult for the correct decision to be made, but often it's the behavior of those in leadership positions who can be at fault.
Your Vision statement is more than a catchphrase; it's a call to arms. As a conscious CEO, making use of your Vision statement as a strategic tool is one of the most powerful ways to align your organization's actions with its purpose.
In fact, your Vision statement can and should be used in every Board meeting to drive strategic conversation.
If you do not have a Vision statement, start by asking 'What are the top 3-5 intents that captures the spirit of this organization?' These 'intents' should be non-negotiable.
Over time, and if used correctly, this statement should spur the behaviors and actions that will create the desired future for your organization.
Steven mentions Prosperity Consciousness: Leading yourself to Money through Conscious Awareness in this episode.
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More from the Conscious CEO Series
When setting KPIs for the CEO, how can the Board provide a well-rounded series of 6-7 targets that encourage better performance?
This is an area which has traditionally received very little attention. Many CEOs can feel aggrieved by the mishandling of their KPIs and, as a result, it's not uncommon for a CEO to leave their post.
In this podcast, Steven Bowman explores a variety of KPIs which, when used in combination, encourage better outcomes for the organization.
More on Management
More from the Conscious CEO Series
How can the typical Board evaluation be used to provide feedback to Board members and improve the overall work of the Board?
Good leaders ask great questions. Take this selection of our favorite questions and put them to work in your Boardroom.
How do you reframe the Board discussion so it is more strategic and more productive without being longer?