It's the People in the Boardroom

21-Nov-2017

The current economic and geopolitical environment means that board effectiveness must be increased. This will not be tackled by further structural and process improvement in board operations, but rather by addressing the key relationship issues that underpin decision making. These relationships are analysed from two related perspectives, based on both experience as a board member, and through coaching board members and facilitating their workshops. First, there is the range of ‘hats’ that board members wear. There are three of these: the individual; the expert; the corporate player. The article explores these hats, explaining each, showing the relationship among them, and what can be done to make them fit properly. Building on this analysis, the second dimension explores the relationship among the ‘groups’ within the board. Again, much has been written about the roles of the chair, chief executive, non-executives and executive directors. The article analyses the relationship between these individuals and groups as it contributes to debate and decision making. It then explores how these relationships compare and contrast in boards of different types of organisation—NHS trust, foundation trust, clinical commissioning group and health and wellbeing board. With insight to the groups, board members will better understand why things work right, why they do not, and what to do about it.

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