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My Views on the Boardroom

I feel strongly about the role of a Non-Executive Board Director. He or She should be able to contribute to the optimum functioning of the Board that he or she serves on. As members of Commercial and NFP Boards they need to consider the areas of :-

  • Ensuring the organisation’s Vision, Mission and Values accurately reflect the direction that the organisation wants to proceed in and is up to date and understood by the stakeholders of the organisation.

  • Playing a leading role in developing the Strategy of an organisation, thereby helping to set the future direction of the entity. The Strategy Planning exercise can be shared between the Board and an organisation’s management, but implementing the strategic goals and objectives are usually under the direct control of management. The Board will monitor that management has a plan, that the plan will advance the organisation towards its strategic goals and that the ongoing implementation of the plan is delivering the necessary results.

  • Defining internal ethical expectations for their own standards of behaviour via an operational Code of Conduct, covering such areas as fairness, honesty, integrity, anti-discrimination, corporate governance and to commit to act in the interest of all Stakeholders, both internal and external. Externally this may mean taking into account and understanding the needs and inter-dependencies of the organisation’s products, customers, suppliers, environment, employees, legal and government regulatory requirements.

As members of any Board, I believe that we need to demonstrate:

  • Commitment and Passion to the Organisation

  • Strategic Thinking and Problem Solving

  • Communicating well with others at all levels

  • Honesty, Integrity and Loyalty. Yet be able to be forthright and think outside the square.

  • Be adaptable and help to lead change.

  • Consider the decisions brought before the Board, with the interest of all Stakeholders in mind.

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