Behavioural leadership puts the spotlight on the collective responsibility of board members, the importance of collegiality for building effective boards.
The Institute of Chartered Secretaries and Administrators’ report Boardroom Behaviours covers the importance of constructing the right architecture for the governance structure. The organisational and institutional aspects of governance cannot be expected to operate efficiently in the absence of a commitment to appropriate standards of boardroom behaviour. Sustainable change is achieved by acknowledging the motivations for improved performance and focusing on the big picture and the benefits of maintaining a long term view.
Requisite behavioural competencies go beyond board composition, to the quality of the listening, the way the chair presides over the meeting, the nature of conversations in the board room, the style of board members as they respond to each other, the way dissent is handled, how decisions are made, links with people who use the services and how members relate to the board and staff. Connecting with people becomes possible because the leader is able to walk in their shoes.
This interactive session will explore:
- leadership that engenders best behaviour in the board room; 'effective styles of leadership'
- how to set the standards of accountability, behaviour and relationships
- ways of attracting and sustaining engagement and commitment: enlisting the help of others to fulfil the organisational vision
- how governance players can stay connected to each other
- how board members can keep informed and inspired
- Codes of Conduct in sustaining new desired behaviours
Lynn McGregor in her book, The Human Face of Corporate Governance, writes: “If someone is not enjoying the process of governing most of the time, it is time to change the process, replace the people and resign. When financial, technical and commercial expertise is mixed with effective inter personal skills the results can be extremely powerful”.
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