Boardroom Reviews

The spotlight has grown brighter this year on company boardrooms via the Lord Davies report titled ‘Women on Boards’ issued February 2011.  The report outlines practical recommendations to address the imbalance of women and men on boards.  One of the ten recommendations is that Chairman of the FTSE 350 are being asked to announce their aspirational goals by September 2011 and Chief Executives are expected to review the percentage of women they aim to have on their Executive Committees in 2013 and 2015.

In the Lord Davies report, his open address succinctly describes the key objectives of a boardroom as a place where:

  • Strategic decisions are made
  • Governance applied
  • Risk overseen

With such focus in this area it presents an ideal opportunity for Chairman and Chief Executives to commission an independent review of their boardroom.  An unbiased fresh set of eyes often provides great knowledge and valuable insights often missed during the hectic agenda’s often set for company boardrooms.  An independent review is something that would be difficult to obtain from an internal party as they have in some way an attachment with the company and their views maybe clouded by this attachment.

The gg Boardroom review explores:

  • How effective the board operates in meeting the set agenda
  • An overview of executive and non-executive interactions
  • Successes to date and how to continue for the future
  • Recommendations for enhancement to enrich the efficiency and effectiveness of the board

The success of any board whether public or private, large or small will depend on the calibre of the members.  Too often executives are not making the mental mind shift required when they leave their day to day management role and step into the boardroom.  Key points of difference they need to fully understand to avoid sub-optimal performance in their boardroom role include:

  • Authority: position vs. reputation
  • Responsibility: board vs. shareholder
  • Power: command vs. influence
  • Position: answerable vs. responsible
  • Skills: decisiveness vs. judgement
  • Focus: task vs. role
  • Behaviour: team-oriented vs. independent minded

Our Chairman Brian Scanlon published a book in January 2011 titled ‘The Board Game’ which addresses the above issues and explores how people can make a successful transition from executive to director. Too often, talented and successful executives fail to live up to expectations when they are invited into the boardroom. There are many reasons for this, but important among them are a failure to understand their new roles, as opposed to jobs, and the consequential implications this will have on patterns of behaviour. The most frequent symptoms are a tendency to talk at some length on comfortable topics, an equal and opposite reluctance to contribute to areas outside their qualifications and competence, and an assumption that better micromanagement is the answer to all boardroom affairs.

We have the expert resources to undertake such a Boardroom review and would be delighted to discuss in more detail how we can help.

Ask for a free consultation. If our models are likely to provide positive results for you and we are engaged, we will guarantee you will increase your profits by far more than you invest in the programme.

Contact us now on 0845 6435 838 or email:

We look forward to discussing your needs.