Many of our clients have a strong focus on continuously strengthening their governance, driven by internal resolve and external scrutiny. These efforts typically include clarifying board committee roles, reviewing board composition and directors’ capabilities, revisiting delegations and strengthening board and director review processes.
For many years, clients have turned to Right Lane for assistance with governance projects. We’ve worked with scores of boards on strategy. Clients turn to Right Lane because:
- We consider governance projects part of an overall picture taking into consideration the organisation’s strategic priorities, organisational capabilities and competitive environments
- We are experienced in working with not-for-profit organistions, financial services companies and government agencies who have complex governance considerations due to the nature of their industry
- We have worked extensively with boards who have a representative component
- We take a facilitative approach which, when appropriate, encourage collaboration between the chair, board, CEO and executive team.
The understanding and insights we’ve gained, and the empathy and trusted relationships we’ve built, while working with directors on this central challenge, has left us well placed to assist chairs and their boards to address governance issues and challenges.
- Board strategy days and other inclusive strategy development processes
- Board capability matrices and gap assessments
- Confidential board issue resolution
- Director and board performance assessments
- Stakeholder mapping and engagement
- Governance structures and clarification of responsibilities (i.e. board composition, delegation frameworks, board and committee charters, CEO/Chair role clarification)
Board culture project for a large financial services institution
Board conflict resolution for a global investor initiative
Director performance feedback for a sporting organisation
Director capability analysis for a prominent public sector agency
- Conducted a full governance review in collaboration with a major legal firm resulting in a revised constitution, committee structure and charters
- Codified board culture for a board in transition (multiple new directors)
- Reviewed a board’s capabilities and developed a framework of ‘multiple diversities’ to inform director recruitment
- Facilitated a detailed, outcome oriented review of current and alternative governance arrangements (specifically focused on board composition and renewal)
- Collaborated with Chair to evaluate the effectiveness of directors and provided individual and board feedback; helped clarify roles of CEO and Chair to foster the best possible collective impact
- Worked with the board of a large state government statutory authority facing significant change in the composition of its board to identify required competencies of new directors
Not-for-profit organisation board capability assessment
This high profile not-for-profit public advocacy organisation had a number of board positions becoming vacant. The nature of the board departures, and the breadth of the organisation’s charter, suggested a need to recruit replacement directors with a range of different, not only technical, capabilities. It was important for the chair and other board members to consider the balance of knowledge, skills and abilities among existing and perspective directors on the reconstituted board
The Right Lane team, working with the board and chair, developed a ‘long list’ of relevant capabilities by reviewing the organisation’s constitution and strategic plan, and the literature on best practices, among other guiding documents. In a workshop setting, directors then assessed themselves against the agreed criteria, which included dimensions of industry and technical knowledge and experience, governance competencies, diversity considerations and behavioural competencies. The identified gaps were then categorised as to whether they were required by all directors, or by some directors or one director. This gave existing directors a perspective on the board’s gaps, to be filled by director recruiting and development of existing directors.
Financial services organisation board culture review
This organisation was also experiencing a turnover of directors and wanted to preserve and propagate its board culture, having experienced some unproductive conflict in the past.
This engagement involved conducting in-depth interviews with departing directors and a workshop with the board. Through this process the board agreed:
- the board culture and its elements
- what that meant for the recruitment of new directors
- what behaviours supported the most desirable aspects of the board culture
- how directors expected the board and organisational culture to conflate
- how directors could preserve and promote the board culture.
These data, which were published to a high standard, became an important board artefact, informing board ways of working and director recruitment.
‘Sincere thanks to you for the quality and volume or work you provided us over the last 2 months or so, it has been great. I look forward to the next instalment.’