When an SME executive takes a Non-Executive Director position on another SME board, not only does it benefit the individual and the board on which he or she sits as a NED, it also benefits the board on which they are an Executive Director – a true win-win-win situation.
That is the message from Boardcircle – a company dedicated to helping small and medium sized enterprises (SMEs) to benefit from having Non-Executive Directors on their boards.
Katherine Amery, Head of Operations at Boardcircle says that:
“Boardcircle provides a unique opportunity for small and medium sized companies to effectively ‘share’ directors, as non-executives. The non-exec positions are not salaried but aim to serve the professional development needs of directors; at the same time providing an independent director to help companies develop. ‘Sharing’ directors is not a straight swap, so Boardcircle works with companies to find the best fit. Companies join to…
« Our research has identified the key attributes displayed by exceptional chairmen in challenging times. Although most difficult to maintain during periods of duress, these characteristics are displayed throughout a chairman’s tenure and across all aspects of their management of the business. We have also compared these attributes with the guidance for chairmen provided by the Higgs Report and the more recent guidance note published by the Financial Reporting Council. This emphasises that ‘good boards are created by good chairmen’ and the importance of the chairman demonstrating ‘ethical leadership.’ In its detail, the guidance provides lists detailing the chairman’s role, rather than the qualities which come out of our research.
Firstly, and most importantly, an exceptional chairman understands the business, its culture, people and processes. This understanding encompasses recognising and embodying the values of the business as much as having knowledge of the business operations and the marketplace. An exceptional chairman also understands the wider industry and prepares the company for all eventualities, from further market disruption to opportunities to improve competitiveness. This is based on their deep knowledge of the company and sector. Extensive knowledge of a sector or type of sector (e.g. heavy manufacturing) is as important as the chairman’s ability to apply his or her accumulated experiences into effecting transformational change and preparing the business for future challenges.
Secondly, exceptional chairmen never consider themselves a one-person success. They create strong teams that have real influence on the company’s direction by building an effective board of non-execs and establishing a complementary working relationship with the CEO and their team. They implement change through the CEO, but are ready and able to step in at the right time to provide air cover to alleviate pressure. In short, they provide strong active leadership of the board.
Not afraid to take tough decisions in adversity, this type of chairman has an infectious enthusiasm and commitment to change which has a ripple effect, creating a ‘can-do’ attitude throughout the company. With internal stakeholders on board, the chairman uses strong communication skills to engage shareholders and other external stakeholders with change ».
L’article présente 8 aspects qui caractérisent les présidents de conseil qui ont du succès. Lisez la suite dans cet excellent rapport.