A combined board is stronger than any one individual and a board’s collective capability combines a range of individual skills, experiences and potential. Board member renewal and the skills matrix are an important element of the board governance framework.

We assist individual directors understand their style, approach and impact at the boardroom table.

Improving the CEO-board relationship is achieved as a mentor-coach to the CEO.

We run sessions for new and transitioning boards on exploring what kind of board they need to be and provide one-to-one coaching as part of onboarding processes.

As clients say:

That was a great session (board transition facilitation). Thank you for the thought you put into it. You pitched it just right and deftly facilitated. I was impressed with how the group (board) responded. (Executive Officer, Professional Institute, Board transition session)

“…very, very positive about the process and the insight got from it … the whole team felt comfortable that the task was in good hands … look forward to staying in touch.” (Partner, Private Equity)

Boards are expected to have intellectual rigour drawing on a mix of functional expertise, industry experiences, qualifications and demographics for diverse business and governance perspectives on current and future issues. Board selection decisions come down to four factors: context, capability, motivation and fit. Yet, who is the ‘right’ and 'best' director. This may mean selecting on potential and transferable skills. We help nominations committees rethink some of their implicit assumptions about what a board director should look like.

Read Dianne’s article in AICD’s Company Director magazine on Improve Board Composition