Presented at the World Business Capabilities Congress 2012 in Auckland, 'Getting your house in order - Pragmatic Governance in the SME World' is Jennie Vickers' entry into the Best Practice Competition. Jennie Vickers is the COE (Chief of Everything) at ZeopardLaw and Zeopard. To see a video of Jennie Vickers presenting this session follow the link: https://www.youtube.com/watch?v=2gnH_c8G2sI
Getting you house in order - Pragmatic Governance in the SME World
1. Getting your house in
order
- Pragmatic Governance
in the SME World
Jennie Vickers of Zeopardlaw
Best Practice Competition
December 2012
Zeopard.com
6. Zeopard.com
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• Understands the distinctions of good
governance
• Conducts self effectively efficiently and
responsibly
• Ensures effective communication with
shareholders and other key stakeholders
• Contributes to and strives for the creation of
a sustainable organisation
• Demonstrates strategic foresight
Adapted from KPMG’s toolbox to the Not-for-Profit sector
Qualities of a successful
director
8. • “The Board’s job is
thinking things through
and the
operational/management
focus is about getting
things done, boards must
primarily be “brains-on,
not hands-on.”
• Graham Nahkies, BoardWorks international
Zeopard.com
What governance is:
9. “Governance is not
management, rather it is to
see that the organisation is
well managed without
doing the management
itself. Accountability is to
the organisation not to the
individual stakeholders”
(Rob Fisher, address to the 2005 NZ Business of Sport
Summit”)
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What governance is not:
10. The Dynamic Board from McKinsey
StrategyInfrastructure
Monitoring
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How good governance is
done
11. Zeopard.com
How good governance is
done
Board Governance as Leadership from Chait, Ryan
and Taylor
StrategicGenerative
Fiduciary
19. Zeopard.com
Foundations
1. Selection, evaluating and
developing the CEO
2. Finding adequate financial
resources to buy the assets
needed to grow the business
3. Lending expertise
4. Approving organisational
policies
5. Direction setting
23. Zeopard.com
Wisdom
1. Big picture view of the organisation
2. Taking a fresh look at opportunites and
challenges from a broader perspective
3. Fresh understanding of complex and
ambiguous situations
4. Reflections to bring insights
25. Zeopard.com
Horizon
1. Direction setting by shaping and
clarifying the mission and vision
2. Strategic thinking and decision
making
3. Looking into the horizon and the
future
28. Zeopard.com
Thinking - Memory and brain
rhythms
Refresh with breaks
While you take breaks your brain
is automatically:
Integrating
Organising
Sorting
Associating
This will enable problem
solutions to emerge over coffee
29. Zeopard.com
Demonstrating Success
with ZeopardLaw
Governance Best Practice• Guidetools going into its 12th year as an SME
• Executive Directors value my insights
• I do not interfere with operations
• Relationships are close and trusting
• Other organisations using the model to help
them
• Used this approach as my guide on a CCO, a
sports governing body and a NFP
31. Zeopard.com
And that is the Best Practice
Way to:
Get your governance house in
order
from
Jennie Vickers of Zeopardlaw
December 2012
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32. • Deal with the most important issues
first - if you only got through 1 item
what would it be?
• Identify each item as to where in the
house it sits and mark it as such using
colour
Zeopard.com
Order of Events
33. • Capture decisions not lots of
unnecessary blah!
• Ensure the wording reflects the
actual decision the Board made
• Short and to the point but tell the
story
• Probably no need for seconders
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Capture
Notas del editor
I
I Brain research shows that if you deal with the key issues at the right time you will have greater recall and focus.
put it first. Only 2? - put it second
Identify when sending the papers out what are the highest priorities
That will help you see at a glance if the Board is giving balanced consideration to all the matters within its responsibility