Topic: Board dynamics

Does you board-selection process take account of different personality types and temperaments?


Why a strong chair/CEO relationship is essential for better board performance

Chairs and CEOs have a unique relationship which should be anchored by mutual trust and respect. Three pairs of CEOs and chairs share their tips for establishing a successful working partnership.

Strong board dynamics could increase effectiveness and influence

While directors may possess the skills and qualifications needed to govern, strong dynamics and relationships between board members make for a more effective board.

Delving into board-meeting dynamics

Getting the balance of skills and inter-personal relationships right is vital.

Why your organisation should take notes from the Goodstart Early Learning business model

Goodstart Early Learning installed a unique board structure in 2010 that has kept their business, and their directors, thriving.

How would your board respond to a psychologist in the boardroom?

AICD's head of Advocacy Louise Petschler discusses the integration of psychologists into the boardroom by ASIC.

Trust vs turmoil: Buttrose and ABC board to choose next MD

As the ABC searches for a new managing director, newly-appointed ABC chair Ita Buttrose has been hailed as a “formidable advocate” for the ABC who will be influential in Canberra, former ABC chief Mar...

3 ways to make the most of your CEO/chair relationship

Productive teamwork between a chair and CEO is essential for good governance and positive business outcomes. Here's how the Centre for Social Impact make it work in practice.

Lessons from ABC's recent board crisis

The recent high profile exit of ABC's chair and MD leave clear lessons for boards and directors in times of crises.

Female ASX 200 appointments surge past 50%

New figures released today by the Australian Institute of Company Directors show that more women than men have been appointed to ASX 200 boards in the first quarter of 2018.

Speed Bumps on the Road to Smarter Boards

Boards need to look more laterally for talent. But the old mates’ network and board-recruitment practices are obstacles to mixing it up, reports Fiona Smith.
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