1
Q
Who is usually responsible for board induction?
A
The company secretary
2
Q
What elements might be included in a board induction?
A
Sharing information (role descriptions, board mandates)
Briefing on directors duties
Sharing key governance information
Behaviour/cultural information about the board
3
Q
What might be one way to speed up the induction process and improve director understanding?
A
Partnering a NED with an executive board director.
4
Q
What time commitment does the ICSA reccomend for director induction?
A
At least 10 days in the first year following appointment.
Boardroom Dynamics
flashcards
Decks in class (92)
# Cards
-
1.1 The emergence of board dynamics in governance6
-
1.2 The evolving focus of governance2
-
1.3 Organisational failures7
-
1.4 Interest in human factors14
-
1.5 Shifts in approaches to leadership3
-
1.6 Focus on ethics2
-
1.7 How corporate governance is maturing4
-
1.8 A broader model of corporate governance8
-
1.9 Defining board dynamics8
-
1.10 The evolving role of the company secretary10
-
2.1 Governance structures4
-
2.2 Govenance theory related to board structure5
-
2.3 Defining structural elements of boards6
-
2.4 Impact of board structures on performance23
-
3.1 Board director demographics and attributes8
-
3.2 Board demographics15
-
3.3 Board attributes22
-
4.1 Psychology of the board6
-
4.2 The importance of board dynamics3
-
4.3 Defining board dynamics4
-
4.4 Characteristics of boards and board meetings11
-
4.5 Boards as high-performing teams16
-
4.6 Board team outcomes8
-
4.7 Board team processes2
-
5.1 Board decision making5
-
5.2 Board decision making - an overview4
-
5.3 Evidence based boards4
-
5.4 Cognitive biases20
-
5.5 Individual difference in relation to decision making5
-
5.6 Decision making tools13
-
5.7 Board team decision making - key factors and tools to contribute to a better process0
-
6.1 Stakeholder conversations3
-
6.2 Stakeholder systems2
-
6.3 Systems inside the board25
-
6.4 Sytems outside the board6
-
7.1 Culture in the boardroom7
-
7.2 Governance and culture1
-
7.3 Defining board culture6
-
7.4 Board cultural markers4
-
7.5 Board cultural dynamics17
-
7.6 How to influence board culture5
-
8.1 Diversity in the boardroom5
-
8.2 Diversity in governance5
-
8.3 Types of diversity2
-
8.4 The impact of diversity on dynamics and performance18
-
8.5 Diversity mindset2
-
8.6 How to promote a diversity mindset4
-
9.1 The effect of meeting design on boardroom dynamics8
-
9.2 Introduction to meeting design8
-
9.3 Temporal characteristics10
-
9.4 Physical characteristics9
-
9.5 Procedural characteristics6
-
9.6 Attendee characteristics4
-
9.7 Board design checklist0
-
10.1 The role of the governance professional in influencing the board5
-
10.2 The twenty-first century governance professional4
-
10.3 The company secretary as strategic leader7
-
10.4 Leadership influence16
-
10.5 Ethical dilemmas0
-
11.1 Effective talent management5
-
11.2 Board talent management overview7
-
11.3 Board competencies16
-
11.4 Board recruitment4
-
11.5 Board induction4
-
11.6 Board learning and development4
-
11.7 Board performance management7
-
11.8 Board succession2
-
12.1 Board evaluation5
-
12.2 The company secretary as board consultant5
-
12.3 The current landscape of board evaluation8
-
12.4 How to conduct board evaluations14
-
12.5 Board evaluation - moving towards best practice3
-
13.1 Cultural differences in the boardroom6
-
13.2 The company secretary as cultural diplomat4
-
13.3 Cultural development22
-
13.4 Company culture3
-
13.5 Sector culture10
-
13.6 Country culture5
-
14.1 Developing behavioural agility9
-
14.2 The company secretary as team coach3
-
14.3 One-to-one coach12
-
14.4 Mentor6
-
14.5 Systemic team coach6
-
14.6 Facilitator16
-
14.7 Other supporting roles3
-
14.8 Concluding thoughts0
-
15.1 Maintaining personal resilience8
-
15.2 The requirement of resilience5
-
15.3 The stress response4
-
15.4 Defining resilience2
-
15.5 Building resilience19
-
15.6 A resilient board dynamic7
