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How do you know when you don’t have effective governance?

  • The Board members are not happy with the quality and/or timeliness of the information they receive
  • Distrust between management and the board becomes evident
  • The Board does not have an ethical framework
  • Board member discover ‘surprises’ that have not been brought to their attention
  • The CEO, Chair or a board member dominates the decision-making environment
  • Lack of independence is evident amongst board members
  • An imbalance of competencies around the table
  • The CEO and the Chair do not adopt a complementary leadership style rather a competitive style
  • Risk management is weak or lacking
  • KPIs and measurements are absent
  • Chair does not develop a learning or culture that is striving to excel
  • Meetings are either over-structured or lack structure
  • Activity is viewed independent of the organisation’s strategic intent and the agreed strategic intent is not being permeated throughout the organisation
  • Board members are not 'all over the numbers and data'
  • A Governance Manual is lacking or non-existent
  • High employee turnover or low morale exists in the organisation
  • Board members adopt a silo mentality or become single focussed
  • The Board is too big and turns into a ratifying unit to sign off management recommendations as opposed to leading the organisation forward
  • Costs rise due to duplication of effect
  • Shareholders and/or stakeholders lack confidence in the Board and its Management.