All boards go through rough patches. Change events always trigger a reassessment of 'the way we do things around here'. Inevitably you get uncertainty, resistance even corrosive forms of dysfunctional behaviour. Change always presents a challenge to the prevailing board culture.
Apparently this is a Chinese saying and I came across it in a book by Bob Garratt. The fish rots from the head - the crisis in our boardrooms:developing the crucial skills of the competent director
Deloitte has come out with its Directors’ Alert 2013, a report outlining priorities for company boards in the post-GFC environment.
There are plenty of recommended best practices for non profits to adopt. What about "worst practices to avoid"?
This topic of discussion has been around for a long time so to add to the commentary I came across this article last week by Richard LeBlanc from Toronto, Canada.
Tony Hassed - founder and director of BoardSense Limited - the place where we talk about and promote Good Governance and Healthy Boards.
BoardSense LinkedIn Articles
A place where Tony will post articles he has written on his LinkedIn group 'tony@boardsense' about Board issues. You may choose to comment on these posts or just view them.