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When doing board reviews we typically ask about how non-executives know what’s going on deeper in the organisation, how they judge the bench strength, how they get a feel for culture and behaviours…and invariably we’re told it comes from exposure to executives and the rest of the management team in meetings.  But quite often we find that difficult to reconcile with what we see when observing board meetings.   For chairmen and non-executives, it’s a difficult balance to get right – time is always short and it’s important to factor in the management dynamics.  So here are some points on good practice – and things to avoid.