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Our Governance Essentials Program is characterized by candid discussions in an interactive forum with board members and CEOs who are leading corporations through major opportunities, challenges, and crises. The objective of our Governance Essentials Program is to acquaint participants with their governance options, their implementation, best practices, and their consequences.

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Our unique “Governance Essentials Program” is specifically designed for those who already are, or are about to become, members of the Board of Directors of for-profit corporations whether privately held or publicly traded, Crown corporations, professional associations and not-for-profit organizations. Participants will gain leading edge strategies, frameworks, and best practices for making crucial Board decisions in an ever-changing environment.

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THE PRINCIPLES OF GREAT GOVERNANCE

• Governance versus management – What are the critical differences between direction and management of the organization?

• How do Boards achieve effective functioning in relation to management/staff?

• How active should a Board be?

• What are the constraints to Board effectiveness?

• How to improve group decision making

ROLES, RESPONSIBILITIES, ACCOUNTABILITIES, AND CULTURE

• What are the roles, responsibilities and accountabilities of the Board Chair, Chairs of Board committees and individual Board members

• What are the essential characteristics of an appropriate Board culture?

• Legal duties and liabilities of the Board and Board members

• Codes of Conduct and best practices

• How can Board members possibly be mindful of all their duties and of the diligence they must exercise to discharge each of those duties effectively?

• Managing relations between the Board and senior management

THE FINANCIAL OVERSIGHT ROLE OF THE BOARD

• What is Financial Literacy? - Interpreting an organization’s financial statements

• How do Board members measure the alignment of strategic objectives with financial results and overall success?

• What are the most effective financial ratios and how can Board members best lever this information?

SUCCESSION PLANNING: GOOD BOARDS NEED GOOD DIRECTORS (AND GOOD CEOSs ALSO)

• What is the link between governance and organizational performance?

• Overseeing the Board itself – recommending Board governance policies, guidelines and procedures for better Board effectiveness

• Recruiting, selecting, motivating and measuring the performance of directors

• Why it’s important to conduct Board assessments and what is the best approach

• The Board's role in CEO succession

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DEVELOPING STRATEGIC THINKING VS STRATEGIC PLANNING

• The strategic leadership cycle

• How can the Board (with management) establish a clear sense of purpose, direction, strategy, priorities and decision-making criteria?

• Introduction to the Balanced Scorecard

• What steps must Board members take to fully understand the business model and unique competencies of their organization?

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  RISK OVERSIGHT & THE BOARD

  • • What is risk today?

    • What is the Board's role in providing 'risk oversight'?

    • How much risk should the Board allow Management to take?

    • What information do Board members need to ensure risks are identified and managed?

    • Directors and Officers insurance