Transcript AUSTRALIAN NEWSAGENTS FEDERATION

Journeying with a
Board Coach
Why seek external assistance?
From experience, the reasons for engaging someone to
work with your Board tend to fall into one of the
following three categories:
1. A well-established Board which is looking to take
their Board performance to a new level and they have
an ‘appetite for change and improvement’.
2. A new Board which is looking to establish an effective
foundation to guide its deliberations and ensure that
all the ‘Directors are on the same page’ when it
comes to their roles and responsibilities.
3. A dysfunctional Board which has lost its way due to
internal conflict or external pressures and needs
assistance to get ‘back on track’.
Coach or Mentor?
A mentor is like a sounding board,
they can give advice but the
Directors are free to pick and
choose what they do. The context
does not have specific performance
objectives.
A coach is trying to direct the
Board to some end result, the
Board may choose how to get
there, but the coach is strategically
assessing and monitoring the
progress and giving advice for
effectiveness and efficiency.
Australian Newsagents'
Federation
The Australian Newsagents' Federation (ANF) is
the peak industry body representing Australian
newsagencies.
There are 5000 individually owned and operated
newsagencies in the country.
Together, they make up Australia's largest retail and
home delivery group turning over $6.5 billion a
year and employing more than 20,000 people.
The problem with Governance is that there is simply..
too much information!
145 Million results!!!
Good Governance is pretty basic.
If we apply common sense, it falls into place!
What we did..
• Started with one day workshops following the
Bi-Monthly Board Meetings in Sydney.
• Ran a session on Good Governance practices
• Conducted a Gap analysis
• Drafted and agenda for the coming
workshops
• Put in place a range of policies and structures
to support the new directions
• Promoted a culture of review and renewal.
Q1
I know and understand my role and legal duties as an ANF company director
Q2
I contribute to the development of sound strategies
Q3
I actively support the company’s mission and vision
Q4
I actively review and monitor the strategic issues that are critically important to the success of the company
Q5
I have a sufficient understanding of the market in which the company operates
Q6
I keep abreast of trends and issues affecting the market in which the company operates
Q7
I ensure that I have reviewed all Board papers prior to the meeting
Q8
I actively contribute to the financial discussions
Q9
I am aware of my financial accountability as a director
Q10
I am fully aware of the financial state of the company
Q11
I bring valuable experience to the board
Q12
I actively contribute to the effectiveness of the board
Q13
I use my network of contacts to assist me in my role as a director
Q14
I am prepared to volunteer to sit on Board Sub Committees
Q15
I maintain the confidentiality of the Board
Q16
I ask probing questions to ensure I fully understand the issues being discussed
Q17
My contributions are succinct and to the point
Q18
My contributions are valued by my fellow board members
Q19
I am prepared to undertake relevant professional development
Q20
I maintain good relations with colleagues
Q21
I communicate openly and honestly
Q22
I am committed to doing my best for the company
Q23
I share information willingly
Q24
I listen attentively to the ideas of others
Q25
I have no actual conflict of interest with the company
Strongly Agree
Agree
Unsure
Disagree
Strongly
Disagree
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Good Governance outlines
7 MAJOR RESPONSIBILITIES OF A BOARD
Get the Structure right
Direct the CEO
Set the Strategic Directions
Monitor the Organisation
Report to the
Members &
Stakeholders
Ensure good Processes
Take responsibility
for the Culture
What did we cover?
Fiduciary Duties
Good Governance?
Financial literacy
Roles and Responsibilities
Independent Directors
Communication
Board Calendar
Effective oversight
Risk profile
Policies
Board Committees
Strategic priorities
Board
Health
Check
Good committee processes
Membership models
Reporting
Role of Governance
& Management
Board
Buddies
Ideal Board
Displays Leadership, Integrity & Good
Judgement.
They use these three attributes to ensure more
effective decision making.
This ensures the organisation demonstrates
transparency, accountability and responsibility.
Any questions?
A final thought….
Thank You!
Paul Grogan
Managing Director
MDO Consulting
www.mdoconsulting.com.au
M- 04 67 63 23 03