A programme · Board governance
Governing Well
Most boards are doing the wrong job. Not badly. The wrong one. Four progressive workshops for directors and the CEO together, over three to six months.
- Board roles are the pinnacle of the pyramid
Directors seek board positions as a step up from senior management. The status is real. The understanding of what the role actually requires is not.
- Governance is a distinct and specialised function
The governance mindset is fundamentally different from the operational one in which most directors have spent their careers.
- Governing well is a craft, not a credential
It is built through honest conversation, disciplined mindsets, and a clear understanding of where the board's contribution actually lives.
Three dysfunctions so common they've been mistaken for normal.
These three patterns appear in almost every board, and none of them looks like failure from the inside.
- The board as top-level sign-off
A good meeting, from management's perspective, is getting things signed off. From the board's, it is adding some intelligence from professional experience. Neither is governance.
- The CEO who keeps the board updated
The CEO presents and directors defer. A board that isn't challenged is not doing governance. It is providing company for the CEO.
- Governance confused with advice
Directors gravitate naturally toward operational advice, and the governance function goes undone.
Governance and advice, kept apart.
Governance
Is the organisation healthy, and is management capable of keeping it so?
The board holds management accountable across the domains that matter most. Its most important act is appointing the CEO.
Advice
What does the organisation need to think harder about right now?
Management keeps the authority to accept, adapt or decline. Good advice is best given in a different room, with different people, in a different conversation.
What a board is actually for, and how to build a meeting that proves it.
≈ 2 hours · Full board + CEO · No pre-reading
What the board owns, what it doesn't, and why the difference matters to everyone in the room.
≈ 2.5 hours · Board + management together · No pre-reading
What do we require before we say yes, and how do we know when we mean it?
≈ 2 hours · Full board · CEO recommended · Scenarios written in advance
When something arrives that isn't on your risk register, can you respond?
≈ 3 hours · Board + management · Mgmt pre-rating required
- Duration
- 4 workshops · 3 to 6 months
- Format
- Cohort · facilitated on-site
- Who's in the room
- Chair · directors · CEO
- How to start
- Enquire about the next cohort
Enquire about the next cohort.
Tell us about your board. We'll reply within two working days.
Or paul@regenerativeoutcomes.com.au · +61 418 399 800