Frequently asked questions
1. Our board is very effective – why would we spend time and money to review its performance?
2. Our board has a difficult issue. What difficult boardroom scenarios can Board Accord redress?
One governance guru suggested the boardroom is often a ‘loose alliance of sworn enemies’ dominated by the three-letter word, ‘ego’. It’s a harsh assessment indeed. Others have suggested the board is ‘a flawed institution’, obstructing management’s best intentions.
The BA Audits are revealing and provide a platform to reverse stereotypical boardroom dilemmas – lack of commercial capability, skill and governance deficits, micro-managing, succession issues, unhelpful cliques, them and us scenarios, A and B teams, free riders, recalcitrant directors, lack of diversity, personality problems, inflated egos, unexpressed tensions or fault lines between directors, shareholders, management, CEOs or chairs.
Board Accord ‘tables’ issues and once measured, you can manage, and refocus resources on translating intention and activity into stakeholder value.
3. What were the drivers to establish Board Accord?
BA consultants had all worked in the executive and board space but were never wholly satisfied with the vision and/or the processes of those organisations.
4. Why are “profit, people and planet” configured as boardroom outcomes?
Board Accord walks the talk and actively participates in pro bono services and philanthropic endeavours.
5. Does Board Accord’s focus on ‘dynamic’ overlook process, governance and financials?
Top performing boards have to balance two critical domains –
They must manage the mission, strategy, risk, landscape, business architecture and systems through a framework of good governance
They must manage interpersonal dynamics.
People can make or break the enterprise.
6. Is the program successful because of the assessment tools or the consultancy?
The Audits reveal organisational strengths and the pockets of challenge/opportunity.
The ensuing consulting collaboration erodes the personal and organisational blind spots that prevent people realising outcomes.
7. What advantages do the Board Accord Audits provide?
The Audits are supported by a unique sociometric metric, or Network Analysis, that profiles all the relationships around the table.
8. How can such brief surveys yield statistically significant results?
9. How has Board Accord determined what questions to ask?
research and best boardroom practice discussed in the literature, at professional development events, international conferences and on thought leader blogs.
cutting edge theoretical discourse in Emotional Intelligence, Positive Psychology, Appreciative Enquiry and Integral and Developmental Theory
boardroom KPIs including leadership, skills, governance, organisational performance, fiscal and fiduciary literacy and interpersonal interactions.
Uniquely, they seek to raise situational awareness of individual directors and the quality of interpersonal interaction around the boardroom table – the very basis of commercial success and good corporate governance.
10. Can the assessments provide benchmarking across the industry?
11. Is the process suited to all boards and executive teams?
The Audits are suited to any Board or Executive team because of their capacity for customisation. They can also be adapted for unique cultural environments like the indigenous boardroom, university senates, family businesses and local government.
12. What’s the cost of the program?
The programs are priced according to the size, type of program and time frame the client organisation wants to engage and is negotiated in the initial presentation. Our fee structure is very competitive.
13. What is the value of your Q and A ‘Boardroom Engagement Sessions’ like Boardroom Alignment, The Emotionally Intelligent Director and Mindfulness in the Corporation?
These topics have been developed and delivered on demand over a couple of decades, across the globe, principally servicing the executive space. With our consultancy’s rebranding and penetration into the board space it became obvious that opportunities for directors to personally and professionally develop were not so great.
Directors are often time poor. Following the Audits, coaching and conversation, directors often see the value of taking time out from their busy schedule to participate in some of the programs
In particular, the themed Q and A format really appeals to boards and has the advantage of allowing directors the opportunity for ‘thinking out loud’ around a topical subject. It could also be said that the board space, has tended to lag behind the executive space in taking up professional development possibilities. A topical example is Mindfulness Training, currently popular in the Silicon Valley, with numerous high profile Fortune 500 companies and elite business schools. It has yet to gain traction in the Australian boardroom.
It’s only a matter of time and Board Accord has both the knowledge and the experienced personnel to deliver Mindfulness training for directors who feel motivated to engage the cutting edge Leadership technologies available in today’s marketplace.
14. What distinguishes the Board Accord one-on-one coaching sessions from the plethora of coaching methodologies in the market place?
Board Accord personal coaching is two tiered –
It aims to support directors to make outstanding contributions in the boardroom and
it also endeavours to assist directors engage in personal and professional development opportunities, network within the domain and map successful career pathways.
At any given time we consult to a number of high profile individuals on workplace issues, family issues, or health and financial issues. We are particularly sought out to instruct clients in meditation given that it has now achieved international recognition as the best available resilience training and the single most effective methodology to improve awareness, intelligence, EQ and health.
15. Why is Board Accord presenting so regularly around the topic of Technological Disruption?
It’s a response to the need of the time. Our experience in the field over the last decade and every global leadership report we have downloaded in the last 12 months confirms that the world is engaged in a 4th Industrial Revolution.
I must thank you again for the two days consulting. We learnt so much and already putting into practice both at work and at home. All our leaders benefitted so much from the training.
Pacific Plan Office - Pacific Islands Forum Secretariat
Suva Fiji Islands.