Modular board and director training workshops

board and director development and training workshop modules

Boards and directors have a key role in providing the leadership and accountability that determine the long term success of an organisation

New directors can often spend significant time getting to understand their role and the operation of the board before they are able to make an effective contribution.

The role of non-executive directors is particularly challenging, with the need to be independent of the management team and yet sufficiently well informed to challenge, scrutinise and manage risk. Often without direct industry experience, NEDs must be able to contribute effectively to the development of strategy and monitoring of performance.

Brefi Group provides a range of customised workshops for prospective, new and existing directors and for boards using proven modules to suit individual and corporate needs.

They are designed to suit the specific needs of the client and provide a comprehensive introduction to corporate governance, director skills and strategic planning in a manner that combines information transfer, practical exercises and focused discussion.

Key reasons why boards benefit from learning together

  • Clarifying roles and improving relationships with other directors
  • Protecting directors and boards from personal risk
  • Ensuring compliance wit best practice
  • Improving leadership and leverage at board level
  • Improving strategic thinking and long term planning
  • Improving relationships with investors and other stakeholders
  • Accelerating new and prospective directors to a full contribution

Typical programme content

  • The essential knowledge needed by all directors
  • Corporate governance and effective board processes
  • The skills and qualities of an effective director
  • Managing information and monitoring performance
  • Managing multiple relationships and reputation for a successful career

Here are some examples of director and board training modules:

Introduction and context

  • Introductions and aspirations
  • Structure of the programme
  • Legislation
  • Company charter – memorandum and articles
  • Compliance, stewardship and fiduciary duty
  • What is a director? Directors, shareholders and managers
  • Types of director
    • Executive directors
    • Non-executive directors
    • Independent directors
    • Lead directors
    • Nominee directors
    • Shadow directors
  • Personal and technical skills required by directors
  • Challenges for family and private companies

Current situation

  • Current processes
  • Current structure
  • Risks and reputation
  • Model of the organisation as it is now

Corporate governance and the role of the board

  • A history of corporate governance
  • Reasons why corporate governance matters
  • Corporate governance and state-owned enterprises
  • Risks and reputation
  • Stakeholders and corporate responsibility
  • Leveraging the organisations's potential
  • Leadership, direction and strategy

Roles and responsibilities of directors

  • Specific director roles
    • Chairman
    • Company secretary
    • Committees
  • Balancing a board with personality and skills
  • Succession planning
  • Business ethics

Appointment of new directors

  • Transition from manager to director
    • New roles and responsibilities
    • New ways of thinking
    • New identity and relationships
    • Corporate responsibility, accountability and the need to challenge
  • The role of personality in team building
  • Succession – grooming of future directors and chairmen
  • Recruiting and appointing independent/non-executive directors
  • Induction and the first three months

Effective board practices and good governance

  • Organising and running the board
  • Board structure
    • How independent should the chairman be?
    • Size considerations
    • Skills, experience and personality
    • Board committees
  • Establishing vision, mission and values
  • Setting strategy and structure
  • Delegation to management, setting boundaries
  • Exercising responsibility to shareholders and other interested parties
  • Annual evaluation of board performance
  • Annual appraisal of director performance

Exercising responsibility to shareholders and other interested parties

  • Statutory responsibility for information
  • Identify stakeholders
  • Stakeholder needs – internal and external
  • Boundaries, levels of influence
  • Corporate social responsibility
  • Communicating essential information
  • Media needs
  • Dealing with surprises
  • Building relationships
  • Stakeholder feedback
  • Competitor analysis
  • Securing your reputation

Becoming a director

  • Transition from manager to director
  • Five questions for new directors
  • Induction and the first three months
  • Establishing an individual job description
  • Relationship between 'director' and 'manager'
  • Expectations of directors and managers

Practical challenges faced by directors

  • Obtaining information
  • Understanding issues
  • Group think
  • Recording dissent
  • Ensuring issues are recorded
  • Conflicts of interest
  • Time commitment

Behaviours of effective directors

  • Dedicating enough time
  • Proper preparation
  • Asking naive questions
  • Assertiveness – being prepared to challenge
  • Personal training and development

Effective meetings

  • Considerations: purpose, focus, content, frequency, attendance, environment
  • Roles of chairman, secretary and chief executive
  • Agendas and minutes
  • Meeting skills
    • Chairmanship
    • Communication and assertiveness
    • Negotiation
    • Decision making
  • Managing information
    • Presentation skills
    • Getting the balance right – who needs what
    • Graphs, dashboards and scorecards
    • Timeliness

Performance measures, internal controls and audits

  • Selecting performance measures
  • Introducing internal controls
  • Audit and the audit committee
  • Financial measures
    • Profit and loss
    • Balance sheet
    • Cash flow
    • Liquidity
  • Annual reports and accounts

Strategic thinking, risk analysis and mitigation

  • The context for decision making at board level
  • Who should make decisions on what
  • Decision making processes
  • Vision, mission and values
    • Importance
    • Practical processes
  • Creativity, innovation and competition
  • Scenario planning
  • PESTEL
  • SWOT
  • Market analysis
  • Strategy, business planning and budgets
  • Risk analysis and mitigation

Business planning

  • Strategic plan
  • Business plan
  • Budget
  • Goal setting
    • BHAGs
    • SMART objectives
    • Well formed outcomes
  • Balanced business scorecard
  • Signposts and milestones

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