A Delicate Balance – Board & Management Relationship

Diversity on any board simply aims to expand the spectrum of ideas and knowledge demographics, attributes and characteristics in the boardroom. To achieve success, a diverse board of directors must include a variety of perspectives, skills, ages, genders, cultures, and ethnicities.​​

When organisations can deploy a range of perspectives and ideas effectively, boards and management teams have more ways and options for problem solving and hedging the unexpected. Central to the board & management relationship is a clear mutual understanding of roles, delegations and boundaries which allows each party to respect the other’s responsibilities, contributions and expectations.​

When there’s no alignment between the board and the management, conflicting agendas lead to a lack of growth and disrupted decision-making. Boards might fall into the trap of interfering with the management processes, effectively assuming the roles of senior management. And in times when the boundary between oversight and management is thin, boards might fail to succinctly challenge the management for fear of interfering with the management’s duties.​​

Board-management effectiveness is characterised by two-way information sharing, constructive debate and commitment to strategic direction. Generally, the board has to challenge management to facilitate organisational effectiveness. They expect management to understand and accept that the board’s role is to monitor and question, probe issues, seek clarification, offer insight and share its knowledge and experience. Presence of independent directors will also bring greater objectivity and independence to the decision -making process, and higher visibility of next level of management will provide the opportunity to build relationships, provide guidance and identify talent for the succession pool.

Learning Outcomes

• Recognize the motivations and what it takes for positive dynamics 
• Assess how structure, culture, and behaviours affect group dynamics
• Demonstrate ability to positively impact dynamics to increase board effectiveness

Who is this Programme For?

• Developing or Emerging Directors
• Directorswith a tenure between 3 –5 years