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.