GREAT EXPECTATIONS

Board Tune Up Kit

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 Running Order
such as it is

The “G” word

5 out of 6 ain’t bad…..

Fergie’s hairdryer

….. but 6 out of 6 is better

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 The “G” word

Subsidiarity – within parameters

Governance
Regulator(s)
Fear – compliance – over involvement
The Code

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5 out of 6 ain’t bad

This Code first issued

2009 – Second
(current) edition was
issued October 2010
and remains in force.

Supported by the
Charity Commission.
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 The Code has 6 principles
Principle 1 Members understand their roles and
responsibilities collectively and individually in
relation to:
An effective Board •Legal duties
(Committee) will
•Safeguarding assets
provide good
leadership by •Governance Documents
understanding •External environment
their role.
•Structure of the organisation
•Setting and safeguarding the organisation's
vision, values and reputation
•Overseeing the work
•Managing and supporting staff and volunteers

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Principle 2 By…

An effective •Ensuring organisational purposes remain

Committee will relevant and valid
provide good
•Developing and agreeing a long term strategy
governance and
leadership by •Agreeing operational plans and budgets
ensuring delivery of
•Monitoring progress against plans and budgets
organisational
purpose. •Evaluating results and outcomes
•Reviewing and amending the plan as required

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Principle 4 As the accountable body, the Committee will
ensure that:

An effective •The organisation understands and complies

Committee will
with all regulatory and legal requirements that
provide good
governance and apply to it
leadership by •There are good internal management and
exercising effective financial controls
control. •It identifies risks and has systems to manage
these
•There is a proper delegation system – which
works effectively

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Principle 5 As it will…
•Safeguard and promote the organisation’s
An effective reputation
Committee will
•Act According to high ethical standards
provide good
governance and •Indentify, understands and manage conflicts of
leadership by interest and loyalty
behaving with
•Maintain independence of decision making
integrity.
•Deliver services that best meets user needs

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Principle 6 Lead in being open and accountable inside and
out, by way of….
An effective
Committee will •Open communications telling people about the
provide good organisation’s work
governance and
•Consulting people appropriately
leadership by being
open and •Listening and responding to all stakeholders
accountable.
•Handling complaints constructively, impartially
and effectively
•Recognising the impact of the organisation’s
wider responsibilities

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 Fergie’s hairdryer
a winning team deals with its problems

Tension between Chief Executive and Chair (Board)

Tension within and between Board members
Board Tune Up Kit

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 Tension
CEO and Chair/Board

Symptoms: Board thinks CEO:

Gets too defensive – excludes Board from financial
matters – fails to recognise Board authority – is not
right for the job – sees the Board as little more than a
necessary evil/rubber stamp
CEO thinks Board is:
Too picky – lacks trust – unable to recognise CEO
authority – straying into operational matters – an
obstacle.

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 Tension
CEO and Chair/Board

Common causes:
Lack of clarity
Weak governance processes
Change
Many hats syndrome
Incompatible styles

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 Tension
CEO and Chair/Board

What can you do:

Governance roles/Board mechanisms
Direction and style of leadership
CEO accountability
Manage personality clashes

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 Tension
within the Board

Symptoms:
Personal accusations hurled around at
meetings/arguments abound and no-one listens
People pressed into taking sides
Individuals ramble on forever trying to validate their
positions
Post meeting huddles/angry calls and e-mails
exchanged between meetings
Attendance dips/people resign
Whispering grass! 14
 Tension
within the Board

Common causes:
Passions run high
Board doesn’t know how to manage conflict
People can be pains!
Formal structure
Wind up merchant

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 Tension
within the Board

What can you do:

Take a look
Deal with people
Set standards – and apply them
Deal with structures
Clarity over roles

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 Board Tune Up Kit
towards a well oiled Governing Body

Top tips
Leaders must let go

Motivation

Personal issues

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 Board Tune Up Kit
towards a well oiled Governing Body

Self-assessment checklists: (session in its own right)

Vision and direction
The signs of a productive Board
Recruitment and future membership needs
Leadership/management
Promoting the organisation
Finance/resources
never a quick fix – always look for root causes
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 …. but 6 out of 6 is better
Principle 3 Committee will have policies, attitudes and
behaviours that enable individuals and the
Committee as a whole to work effectively,
An effective including..
Committee will
provide good
•Finding and recruiting new members to meet
governance and
ever changing skills, experience and diversity
leadership by
needs
working effectively
both as individuals •Good induction for new members
and as a team.
•Training and development opportunities for
Committee members according to their needs
•Periodically reviewing their performance
both as individuals and as a team

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 Lagging behind staff
 But catching up fast
 Positive approach
 Trap doors?
 Yes you can (and you huv tae anyway)

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Horses for courses?
 Assessing Collective Performance
 Assessing Individual Performance
 Chair’s Performance

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Things to consider
 Forms and templates
 Training
 360 systems
 Consultancy
 Guide for users
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