An article by Mark Winkle
Emotional intelligence has long been recognised as a key capability of effective CIO’s and technical specialists. It is this capability which raises them above their peers and enables them to move into world class territory.
An article by Mark Winkle
The great benefit of an open mind is that we learn lessons from all sorts of unusual places. A key skill for CEO’s, CFO’s, CIO’s and anyone looking to build consensus, is the ability to create an engaged alliance around an idea or end goal. In the business world we learn lessons from diverse sources; so what can we learn from consensus and collaboration building in an environmental context?
An article by Mark Winkle
Having worked with FDs, CIOs, head’s of supply chain and a wide range of ‘technical’ leaders over the years, it never fails to amaze me, that when we examine a recent ‘development report’, the sum of the constructive suggestions is often ‘go out and network more’, with little if any insight or intuition as to how this might be achieved.
An article by Advanced Boardroom Excellence for Governance
Helen Pitcher looks at the emergence of the external independent board evaluation market and a new draft Code of Conduct for the industry.
'Recognising true board effectiveness is not just a matter of governance, important though that is, but of addressing boardroom behaviour at an individual and collective level.'
Originally published on 4 Feb 2014 by Hr NETWORK News
Advanced Boardroom Excellence, leading advisers in developing individual and collective director effectiveness, has recently launched a Code of Practice for Independent External Board Evaluations (the “Code”). The Code sets out guidelines for achieving a high-quality board evaluation with reference to the Financial Reporting Council’s Guidance on Board Effectiveness.
An article by Dina Medland for The Financial Times
Originally published on Thursday January 30 2014
External evaluation of board strength has become a lucrative business, with many participants and growing concerns about standards.
To address these, a proposed code of practice was launched last week, along with a framework enabling companies and boardroom advisers to work more effectively together.
A City A.M. news article
Originally posted on January 24, 2014 at www.cityam.com
Board evaluations – used by companies to improve their practices in the boardroom – need to be improved according to Helen Pitcher, an expert on corporate governance...
Advanced Boardroom Excellence (“AB Excellence”), leading advisers in developing individual and collective director effectiveness, has today launched a Code of Practice for Independent External Board Evaluations (the “Code”). The Code sets out guidelines for achieving a high-quality board evaluation with reference to the Financial Reporting Council’s Guidance on Board Effectiveness.
An excerpt from a Board Talk post by Dina Medland
Originally posted on 19 January 2014 at www.dinamedland.com
We could see a real basis for progress by shining an important light into board evaluation - how is it done, who does it, what do they charge, what are their relationships with the people who hire them - ie chairmen of FTSE350 companies? While agreements on confidentiality are important, a cry for 'discretion' can too easily become abusive to a productive boardroom process.
An article by Advanced Boardroom Excellence for The Hawkamah Journal
"...a more fundamental question is answered if we define achievement of Women In Leadership equality as a successful longer term ‘sea change’ in the levels of women on Executive Management Committees and in Senior Leadership roles. This ‘sea change’ will provide the sustainable ‘supply’ of women to Boardrooms as the seed corn for a selection process based on merit thus avoiding the debilitating effect of a ‘tokenism’ label."
