The Independent Director in Society: Our Current Crisis of Governance and What to Do about It
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (282 Seiten) |
| ISBN: | 9783030513030 |
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| 245 | 1 | 0 | |a The Independent Director in Society |b Our Current Crisis of Governance and What to Do about It |
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| 505 | 8 | |a Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Part I: The Challenge -- 1: Introduction -- Governance and Management -- Fatal Consequences -- Challenging Times -- Research at Henley Business School -- What Is to Be Done? -- 2: Challenges and Consequences -- Ardwick Green -- The Impact of Failure -- Specific Governance Challenges by Sector -- Business -- Charities -- Higher Education -- Health Care -- Sport -- Codes of Governance -- Making Positive Impact -- Thinking Strategically -- Fiscal Responsibility -- People Matter -- Coaches and Referees -- Society and Community -- Risk and Reward -- What Must Be Done -- 3: Independence and Value Creation -- The Nature of Independence -- Independence and Value Creation -- Independence -- Confidence -- Engagement -- Alignment -- Value and Impact -- University of Exeter -- England Hockey -- Ardwick Green -- London Ambulance Service -- Constraints on Independence -- Individual Director Constraints -- Board Constraints -- Organisational and Sector Constraints -- Issue-Based Constraints -- How to Break Down the Barriers -- 4: Engaged Stewardship: Governance and Service -- London Ambulance Service1 -- A Fractured Organisation -- Change Starts from the Top -- Fixing a Fractured LAS: Governance, Leadership and Culture -- Leadership Approach -- Improved Governance from the Board down -- A Culture of Collaboration, Respect, Responsibility and a Patient-Centred Approach -- Challenges Ahead: Embedding Change in a Difficult Environment -- Servants and Guardians -- The Importance of Engaged Stewardship -- Creating a Culture of Engaged Stewardship -- Inclusiveness, a Shared Purpose of Mission and Values -- Effective Board Meetings -- The Right Balance Between Challenge and Support During Board Meetings -- Firmly Established Boundaries Between Executives and Non-executives | |
| 505 | 8 | |a Independent Director-Only Meetings -- An Appropriate Level and Quality of Information -- Effective Board Evaluations -- Ineffective or Toxic Board Members Are Removed -- The Role of the Chair -- The Role of the Director -- The Monitoring Role -- Willingness and Confidence to Intervene -- Asking Questions -- Timing -- Resigning -- The Stewardship and Resource Provision Roles -- Bringing an External Perspective and Resources -- The Role of Board Committees -- Independent Director Qualities -- A Strong Sense of Ethical and Moral Behaviour -- Feeling Comfortable with Complexity -- Committed to Learning and Development -- Where Boards Need to Be -- Part II: Independent Directors and Boards -- 5: The Importance of Knowledge -- University Technology and Governance: Is an Avalanche Coming?1 -- Supply Chain Optimisation in the NHS -- Can a Professional Supply Chain Management Approach Make a Significant Contribution to This Challenge? -- How Big Could the Prize Be? -- Knowledge and Experience -- Understanding the Role -- Effectiveness -- Knowledge and Understanding of Ethics -- Experience of Complex Organisations and Environments -- Knowing the Challenges -- Knowing How to Build Relationships -- Working with Other People -- Adapting to Changing Needs and Priorities -- Putting Forward a Case for Debate -- 6: Engagement and Evidence -- 4global1 -- Barriers and Walls -- Visiting Operations and Talking to People -- Bringing Other Employees or a Third Party to the Board -- Getting to Know Other Independent Members -- Triangulate the Data -- The Custodians of Data -- CEO Attitudes -- Acting on Evidence -- 7: The Role of the Chair -- England Hockey: From Greek Tragedy to Gold Medal1 -- Background -- Birth of England Hockey -- Game-Changer -- Revitalising Governance -- Change of Guard -- On Reflection -- Qualities of a Top-Performing Chair | |
| 505 | 8 | |a Humility, Listening Skills and Emotional Intelligence -- High Moral Standards -- Systematic and Evidence-Based Approach -- Knowledge About the Organisation and Sector -- Chairs and Culture -- Assess the Board Culture by Gathering Evidence -- Create a Shared Purpose, Values and Behaviours -- Establish Boundaries Between Executives and Non-executives -- Promote Independent Director-Only Meetings -- Have One-to-One Meetings with the CEO -- Ensure There Is Appropriate Level and Quality of Information -- Lead Board Meetings Effectively -- Deal with or Remove Non-performing or Toxic Board Members -- Use External Board Evaluations Effectively -- The Effectiveness of Chairs -- 8: Making Impact -- Dual Assurance at the University of Exeter -- Introducing Dual Assurance Governance -- Handling the Tensions of Dual Assurance -- Improved Council Composition, Dynamics and Decision-making -- A Virtuous Cycle of Sustainable Success -- Making Impact, Reaching Goals -- Business -- Charities -- Health -- Sport -- Universities -- Constraints on Independent Director Engagement -- Compliance and Stewardship -- How Can the Independent Director Add Value? -- Where Should the Independent Director Add Value? -- How Do Directors Get Their Ideas onto the Agenda? How Do They Influence and Engage Other Directors? -- How Do Directors Influence the Board and the Executive to Make Changes and Follow Them Through? -- Conclusion -- Part III: Making Boards More Effective -- 9: Selection, Training and Evaluation -- Diversity and Independence -- Principles for Recruitment -- Criteria for Selection -- Training -- Induction -- Ongoing Sector Training -- Mentoring and Coaching -- Evaluation -- Self-evaluation -- 10: Recommendations for Policy Makers -- Payment for Directors -- Overhaul of Governance Structures -- Appendices -- Methodological Note -- Table of Correspondence | |
| 505 | 8 | |a Appendix A (A1): Organisation, Board and Director Demographics -- Appendix B (A2): Board Operation and Non-Executive Director Time -- Appendix C (A3): Director Recruitment, Selection, Induction, Remuneration and Evaluation -- Appendix D (A4): Board Challenges -- Appendix E (A5): Board and Director Qualities and Behaviour -- Independence and Culture of Independence -- Non-Executive Director Role Effectiveness -- Chairperson Qualities, Role and Practice -- Non-Executive Director Qualities -- Board Qualities -- Appendix F (A6): Interviewee List -- Appendix G (A7): Desk Review References by Sector -- Charity Sector References -- NHS Sector References -- Higher Education Sector References -- Sports Sector References -- Appendix H (A8): List of Case Studies and Contributors -- 1. The University of Exeter: Dual Assurance Governance and Sustainable Success -- 2. On the Brink of Collapse: The Case of Ardwick Green -- 3. Hockey England: From Greek Tragedy to Gold Medal -- 4. London Ambulance Service (LAS) -- 5. 4Global: How Can Boards Make the Most of Technology? -- 6. University and Technology: Is an Avalanche Coming? -- Appendix I (A9): Training Courses for Independent Directors -- Institute of Directors -- Henley Business School -- PWC/Cass Business School -- University of Edinburgh -- Financial Times -- Index | |
| 650 | 4 | |a Outside directors of corporations | |
| 700 | 1 | |a Kakabadse, Andrew |e Sonstige |4 oth | |
| 700 | 1 | |a Morais, Filipe |e Sonstige |4 oth | |
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Datensatz im Suchindex
| _version_ | 1804184005985173504 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Brown, Gerry |
| author_facet | Brown, Gerry |
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| author_sort | Brown, Gerry |
| author_variant | g b gb |
| building | Verbundindex |
| bvnumber | BV048224065 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Part I: The Challenge -- 1: Introduction -- Governance and Management -- Fatal Consequences -- Challenging Times -- Research at Henley Business School -- What Is to Be Done? -- 2: Challenges and Consequences -- Ardwick Green -- The Impact of Failure -- Specific Governance Challenges by Sector -- Business -- Charities -- Higher Education -- Health Care -- Sport -- Codes of Governance -- Making Positive Impact -- Thinking Strategically -- Fiscal Responsibility -- People Matter -- Coaches and Referees -- Society and Community -- Risk and Reward -- What Must Be Done -- 3: Independence and Value Creation -- The Nature of Independence -- Independence and Value Creation -- Independence -- Confidence -- Engagement -- Alignment -- Value and Impact -- University of Exeter -- England Hockey -- Ardwick Green -- London Ambulance Service -- Constraints on Independence -- Individual Director Constraints -- Board Constraints -- Organisational and Sector Constraints -- Issue-Based Constraints -- How to Break Down the Barriers -- 4: Engaged Stewardship: Governance and Service -- London Ambulance Service1 -- A Fractured Organisation -- Change Starts from the Top -- Fixing a Fractured LAS: Governance, Leadership and Culture -- Leadership Approach -- Improved Governance from the Board down -- A Culture of Collaboration, Respect, Responsibility and a Patient-Centred Approach -- Challenges Ahead: Embedding Change in a Difficult Environment -- Servants and Guardians -- The Importance of Engaged Stewardship -- Creating a Culture of Engaged Stewardship -- Inclusiveness, a Shared Purpose of Mission and Values -- Effective Board Meetings -- The Right Balance Between Challenge and Support During Board Meetings -- Firmly Established Boundaries Between Executives and Non-executives Independent Director-Only Meetings -- An Appropriate Level and Quality of Information -- Effective Board Evaluations -- Ineffective or Toxic Board Members Are Removed -- The Role of the Chair -- The Role of the Director -- The Monitoring Role -- Willingness and Confidence to Intervene -- Asking Questions -- Timing -- Resigning -- The Stewardship and Resource Provision Roles -- Bringing an External Perspective and Resources -- The Role of Board Committees -- Independent Director Qualities -- A Strong Sense of Ethical and Moral Behaviour -- Feeling Comfortable with Complexity -- Committed to Learning and Development -- Where Boards Need to Be -- Part II: Independent Directors and Boards -- 5: The Importance of Knowledge -- University Technology and Governance: Is an Avalanche Coming?1 -- Supply Chain Optimisation in the NHS -- Can a Professional Supply Chain Management Approach Make a Significant Contribution to This Challenge? -- How Big Could the Prize Be? -- Knowledge and Experience -- Understanding the Role -- Effectiveness -- Knowledge and Understanding of Ethics -- Experience of Complex Organisations and Environments -- Knowing the Challenges -- Knowing How to Build Relationships -- Working with Other People -- Adapting to Changing Needs and Priorities -- Putting Forward a Case for Debate -- 6: Engagement and Evidence -- 4global1 -- Barriers and Walls -- Visiting Operations and Talking to People -- Bringing Other Employees or a Third Party to the Board -- Getting to Know Other Independent Members -- Triangulate the Data -- The Custodians of Data -- CEO Attitudes -- Acting on Evidence -- 7: The Role of the Chair -- England Hockey: From Greek Tragedy to Gold Medal1 -- Background -- Birth of England Hockey -- Game-Changer -- Revitalising Governance -- Change of Guard -- On Reflection -- Qualities of a Top-Performing Chair Humility, Listening Skills and Emotional Intelligence -- High Moral Standards -- Systematic and Evidence-Based Approach -- Knowledge About the Organisation and Sector -- Chairs and Culture -- Assess the Board Culture by Gathering Evidence -- Create a Shared Purpose, Values and Behaviours -- Establish Boundaries Between Executives and Non-executives -- Promote Independent Director-Only Meetings -- Have One-to-One Meetings with the CEO -- Ensure There Is Appropriate Level and Quality of Information -- Lead Board Meetings Effectively -- Deal with or Remove Non-performing or Toxic Board Members -- Use External Board Evaluations Effectively -- The Effectiveness of Chairs -- 8: Making Impact -- Dual Assurance at the University of Exeter -- Introducing Dual Assurance Governance -- Handling the Tensions of Dual Assurance -- Improved Council Composition, Dynamics and Decision-making -- A Virtuous Cycle of Sustainable Success -- Making Impact, Reaching Goals -- Business -- Charities -- Health -- Sport -- Universities -- Constraints on Independent Director Engagement -- Compliance and Stewardship -- How Can the Independent Director Add Value? -- Where Should the Independent Director Add Value? -- How Do Directors Get Their Ideas onto the Agenda? How Do They Influence and Engage Other Directors? -- How Do Directors Influence the Board and the Executive to Make Changes and Follow Them Through? -- Conclusion -- Part III: Making Boards More Effective -- 9: Selection, Training and Evaluation -- Diversity and Independence -- Principles for Recruitment -- Criteria for Selection -- Training -- Induction -- Ongoing Sector Training -- Mentoring and Coaching -- Evaluation -- Self-evaluation -- 10: Recommendations for Policy Makers -- Payment for Directors -- Overhaul of Governance Structures -- Appendices -- Methodological Note -- Table of Correspondence Appendix A (A1): Organisation, Board and Director Demographics -- Appendix B (A2): Board Operation and Non-Executive Director Time -- Appendix C (A3): Director Recruitment, Selection, Induction, Remuneration and Evaluation -- Appendix D (A4): Board Challenges -- Appendix E (A5): Board and Director Qualities and Behaviour -- Independence and Culture of Independence -- Non-Executive Director Role Effectiveness -- Chairperson Qualities, Role and Practice -- Non-Executive Director Qualities -- Board Qualities -- Appendix F (A6): Interviewee List -- Appendix G (A7): Desk Review References by Sector -- Charity Sector References -- NHS Sector References -- Higher Education Sector References -- Sports Sector References -- Appendix H (A8): List of Case Studies and Contributors -- 1. The University of Exeter: Dual Assurance Governance and Sustainable Success -- 2. On the Brink of Collapse: The Case of Ardwick Green -- 3. Hockey England: From Greek Tragedy to Gold Medal -- 4. London Ambulance Service (LAS) -- 5. 4Global: How Can Boards Make the Most of Technology? -- 6. University and Technology: Is an Avalanche Coming? -- Appendix I (A9): Training Courses for Independent Directors -- Institute of Directors -- Henley Business School -- PWC/Cass Business School -- University of Edinburgh -- Financial Times -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6321315 (ZDB-30-PAD)EBC6321315 (ZDB-89-EBL)EBL6321315 (OCoLC)1203981675 (DE-599)BVBBV048224065 |
| dewey-full | 658.422 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.422 |
| dewey-search | 658.422 |
| dewey-sort | 3658.422 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048224065 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:38Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783030513030 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604798 |
| oclc_num | 1203981675 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (282 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Brown, Gerry Verfasser aut The Independent Director in Society Our Current Crisis of Governance and What to Do about It Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (282 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Part I: The Challenge -- 1: Introduction -- Governance and Management -- Fatal Consequences -- Challenging Times -- Research at Henley Business School -- What Is to Be Done? -- 2: Challenges and Consequences -- Ardwick Green -- The Impact of Failure -- Specific Governance Challenges by Sector -- Business -- Charities -- Higher Education -- Health Care -- Sport -- Codes of Governance -- Making Positive Impact -- Thinking Strategically -- Fiscal Responsibility -- People Matter -- Coaches and Referees -- Society and Community -- Risk and Reward -- What Must Be Done -- 3: Independence and Value Creation -- The Nature of Independence -- Independence and Value Creation -- Independence -- Confidence -- Engagement -- Alignment -- Value and Impact -- University of Exeter -- England Hockey -- Ardwick Green -- London Ambulance Service -- Constraints on Independence -- Individual Director Constraints -- Board Constraints -- Organisational and Sector Constraints -- Issue-Based Constraints -- How to Break Down the Barriers -- 4: Engaged Stewardship: Governance and Service -- London Ambulance Service1 -- A Fractured Organisation -- Change Starts from the Top -- Fixing a Fractured LAS: Governance, Leadership and Culture -- Leadership Approach -- Improved Governance from the Board down -- A Culture of Collaboration, Respect, Responsibility and a Patient-Centred Approach -- Challenges Ahead: Embedding Change in a Difficult Environment -- Servants and Guardians -- The Importance of Engaged Stewardship -- Creating a Culture of Engaged Stewardship -- Inclusiveness, a Shared Purpose of Mission and Values -- Effective Board Meetings -- The Right Balance Between Challenge and Support During Board Meetings -- Firmly Established Boundaries Between Executives and Non-executives Independent Director-Only Meetings -- An Appropriate Level and Quality of Information -- Effective Board Evaluations -- Ineffective or Toxic Board Members Are Removed -- The Role of the Chair -- The Role of the Director -- The Monitoring Role -- Willingness and Confidence to Intervene -- Asking Questions -- Timing -- Resigning -- The Stewardship and Resource Provision Roles -- Bringing an External Perspective and Resources -- The Role of Board Committees -- Independent Director Qualities -- A Strong Sense of Ethical and Moral Behaviour -- Feeling Comfortable with Complexity -- Committed to Learning and Development -- Where Boards Need to Be -- Part II: Independent Directors and Boards -- 5: The Importance of Knowledge -- University Technology and Governance: Is an Avalanche Coming?1 -- Supply Chain Optimisation in the NHS -- Can a Professional Supply Chain Management Approach Make a Significant Contribution to This Challenge? -- How Big Could the Prize Be? -- Knowledge and Experience -- Understanding the Role -- Effectiveness -- Knowledge and Understanding of Ethics -- Experience of Complex Organisations and Environments -- Knowing the Challenges -- Knowing How to Build Relationships -- Working with Other People -- Adapting to Changing Needs and Priorities -- Putting Forward a Case for Debate -- 6: Engagement and Evidence -- 4global1 -- Barriers and Walls -- Visiting Operations and Talking to People -- Bringing Other Employees or a Third Party to the Board -- Getting to Know Other Independent Members -- Triangulate the Data -- The Custodians of Data -- CEO Attitudes -- Acting on Evidence -- 7: The Role of the Chair -- England Hockey: From Greek Tragedy to Gold Medal1 -- Background -- Birth of England Hockey -- Game-Changer -- Revitalising Governance -- Change of Guard -- On Reflection -- Qualities of a Top-Performing Chair Humility, Listening Skills and Emotional Intelligence -- High Moral Standards -- Systematic and Evidence-Based Approach -- Knowledge About the Organisation and Sector -- Chairs and Culture -- Assess the Board Culture by Gathering Evidence -- Create a Shared Purpose, Values and Behaviours -- Establish Boundaries Between Executives and Non-executives -- Promote Independent Director-Only Meetings -- Have One-to-One Meetings with the CEO -- Ensure There Is Appropriate Level and Quality of Information -- Lead Board Meetings Effectively -- Deal with or Remove Non-performing or Toxic Board Members -- Use External Board Evaluations Effectively -- The Effectiveness of Chairs -- 8: Making Impact -- Dual Assurance at the University of Exeter -- Introducing Dual Assurance Governance -- Handling the Tensions of Dual Assurance -- Improved Council Composition, Dynamics and Decision-making -- A Virtuous Cycle of Sustainable Success -- Making Impact, Reaching Goals -- Business -- Charities -- Health -- Sport -- Universities -- Constraints on Independent Director Engagement -- Compliance and Stewardship -- How Can the Independent Director Add Value? -- Where Should the Independent Director Add Value? -- How Do Directors Get Their Ideas onto the Agenda? How Do They Influence and Engage Other Directors? -- How Do Directors Influence the Board and the Executive to Make Changes and Follow Them Through? -- Conclusion -- Part III: Making Boards More Effective -- 9: Selection, Training and Evaluation -- Diversity and Independence -- Principles for Recruitment -- Criteria for Selection -- Training -- Induction -- Ongoing Sector Training -- Mentoring and Coaching -- Evaluation -- Self-evaluation -- 10: Recommendations for Policy Makers -- Payment for Directors -- Overhaul of Governance Structures -- Appendices -- Methodological Note -- Table of Correspondence Appendix A (A1): Organisation, Board and Director Demographics -- Appendix B (A2): Board Operation and Non-Executive Director Time -- Appendix C (A3): Director Recruitment, Selection, Induction, Remuneration and Evaluation -- Appendix D (A4): Board Challenges -- Appendix E (A5): Board and Director Qualities and Behaviour -- Independence and Culture of Independence -- Non-Executive Director Role Effectiveness -- Chairperson Qualities, Role and Practice -- Non-Executive Director Qualities -- Board Qualities -- Appendix F (A6): Interviewee List -- Appendix G (A7): Desk Review References by Sector -- Charity Sector References -- NHS Sector References -- Higher Education Sector References -- Sports Sector References -- Appendix H (A8): List of Case Studies and Contributors -- 1. The University of Exeter: Dual Assurance Governance and Sustainable Success -- 2. On the Brink of Collapse: The Case of Ardwick Green -- 3. Hockey England: From Greek Tragedy to Gold Medal -- 4. London Ambulance Service (LAS) -- 5. 4Global: How Can Boards Make the Most of Technology? -- 6. University and Technology: Is an Avalanche Coming? -- Appendix I (A9): Training Courses for Independent Directors -- Institute of Directors -- Henley Business School -- PWC/Cass Business School -- University of Edinburgh -- Financial Times -- Index Outside directors of corporations Kakabadse, Andrew Sonstige oth Morais, Filipe Sonstige oth Erscheint auch als Druck-Ausgabe Brown, Gerry The Independent Director in Society Cham : Springer International Publishing AG,c2020 9783030513023 |
| spellingShingle | Brown, Gerry The Independent Director in Society Our Current Crisis of Governance and What to Do about It Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Part I: The Challenge -- 1: Introduction -- Governance and Management -- Fatal Consequences -- Challenging Times -- Research at Henley Business School -- What Is to Be Done? -- 2: Challenges and Consequences -- Ardwick Green -- The Impact of Failure -- Specific Governance Challenges by Sector -- Business -- Charities -- Higher Education -- Health Care -- Sport -- Codes of Governance -- Making Positive Impact -- Thinking Strategically -- Fiscal Responsibility -- People Matter -- Coaches and Referees -- Society and Community -- Risk and Reward -- What Must Be Done -- 3: Independence and Value Creation -- The Nature of Independence -- Independence and Value Creation -- Independence -- Confidence -- Engagement -- Alignment -- Value and Impact -- University of Exeter -- England Hockey -- Ardwick Green -- London Ambulance Service -- Constraints on Independence -- Individual Director Constraints -- Board Constraints -- Organisational and Sector Constraints -- Issue-Based Constraints -- How to Break Down the Barriers -- 4: Engaged Stewardship: Governance and Service -- London Ambulance Service1 -- A Fractured Organisation -- Change Starts from the Top -- Fixing a Fractured LAS: Governance, Leadership and Culture -- Leadership Approach -- Improved Governance from the Board down -- A Culture of Collaboration, Respect, Responsibility and a Patient-Centred Approach -- Challenges Ahead: Embedding Change in a Difficult Environment -- Servants and Guardians -- The Importance of Engaged Stewardship -- Creating a Culture of Engaged Stewardship -- Inclusiveness, a Shared Purpose of Mission and Values -- Effective Board Meetings -- The Right Balance Between Challenge and Support During Board Meetings -- Firmly Established Boundaries Between Executives and Non-executives Independent Director-Only Meetings -- An Appropriate Level and Quality of Information -- Effective Board Evaluations -- Ineffective or Toxic Board Members Are Removed -- The Role of the Chair -- The Role of the Director -- The Monitoring Role -- Willingness and Confidence to Intervene -- Asking Questions -- Timing -- Resigning -- The Stewardship and Resource Provision Roles -- Bringing an External Perspective and Resources -- The Role of Board Committees -- Independent Director Qualities -- A Strong Sense of Ethical and Moral Behaviour -- Feeling Comfortable with Complexity -- Committed to Learning and Development -- Where Boards Need to Be -- Part II: Independent Directors and Boards -- 5: The Importance of Knowledge -- University Technology and Governance: Is an Avalanche Coming?1 -- Supply Chain Optimisation in the NHS -- Can a Professional Supply Chain Management Approach Make a Significant Contribution to This Challenge? -- How Big Could the Prize Be? -- Knowledge and Experience -- Understanding the Role -- Effectiveness -- Knowledge and Understanding of Ethics -- Experience of Complex Organisations and Environments -- Knowing the Challenges -- Knowing How to Build Relationships -- Working with Other People -- Adapting to Changing Needs and Priorities -- Putting Forward a Case for Debate -- 6: Engagement and Evidence -- 4global1 -- Barriers and Walls -- Visiting Operations and Talking to People -- Bringing Other Employees or a Third Party to the Board -- Getting to Know Other Independent Members -- Triangulate the Data -- The Custodians of Data -- CEO Attitudes -- Acting on Evidence -- 7: The Role of the Chair -- England Hockey: From Greek Tragedy to Gold Medal1 -- Background -- Birth of England Hockey -- Game-Changer -- Revitalising Governance -- Change of Guard -- On Reflection -- Qualities of a Top-Performing Chair Humility, Listening Skills and Emotional Intelligence -- High Moral Standards -- Systematic and Evidence-Based Approach -- Knowledge About the Organisation and Sector -- Chairs and Culture -- Assess the Board Culture by Gathering Evidence -- Create a Shared Purpose, Values and Behaviours -- Establish Boundaries Between Executives and Non-executives -- Promote Independent Director-Only Meetings -- Have One-to-One Meetings with the CEO -- Ensure There Is Appropriate Level and Quality of Information -- Lead Board Meetings Effectively -- Deal with or Remove Non-performing or Toxic Board Members -- Use External Board Evaluations Effectively -- The Effectiveness of Chairs -- 8: Making Impact -- Dual Assurance at the University of Exeter -- Introducing Dual Assurance Governance -- Handling the Tensions of Dual Assurance -- Improved Council Composition, Dynamics and Decision-making -- A Virtuous Cycle of Sustainable Success -- Making Impact, Reaching Goals -- Business -- Charities -- Health -- Sport -- Universities -- Constraints on Independent Director Engagement -- Compliance and Stewardship -- How Can the Independent Director Add Value? -- Where Should the Independent Director Add Value? -- How Do Directors Get Their Ideas onto the Agenda? How Do They Influence and Engage Other Directors? -- How Do Directors Influence the Board and the Executive to Make Changes and Follow Them Through? -- Conclusion -- Part III: Making Boards More Effective -- 9: Selection, Training and Evaluation -- Diversity and Independence -- Principles for Recruitment -- Criteria for Selection -- Training -- Induction -- Ongoing Sector Training -- Mentoring and Coaching -- Evaluation -- Self-evaluation -- 10: Recommendations for Policy Makers -- Payment for Directors -- Overhaul of Governance Structures -- Appendices -- Methodological Note -- Table of Correspondence Appendix A (A1): Organisation, Board and Director Demographics -- Appendix B (A2): Board Operation and Non-Executive Director Time -- Appendix C (A3): Director Recruitment, Selection, Induction, Remuneration and Evaluation -- Appendix D (A4): Board Challenges -- Appendix E (A5): Board and Director Qualities and Behaviour -- Independence and Culture of Independence -- Non-Executive Director Role Effectiveness -- Chairperson Qualities, Role and Practice -- Non-Executive Director Qualities -- Board Qualities -- Appendix F (A6): Interviewee List -- Appendix G (A7): Desk Review References by Sector -- Charity Sector References -- NHS Sector References -- Higher Education Sector References -- Sports Sector References -- Appendix H (A8): List of Case Studies and Contributors -- 1. The University of Exeter: Dual Assurance Governance and Sustainable Success -- 2. On the Brink of Collapse: The Case of Ardwick Green -- 3. Hockey England: From Greek Tragedy to Gold Medal -- 4. London Ambulance Service (LAS) -- 5. 4Global: How Can Boards Make the Most of Technology? -- 6. University and Technology: Is an Avalanche Coming? -- Appendix I (A9): Training Courses for Independent Directors -- Institute of Directors -- Henley Business School -- PWC/Cass Business School -- University of Edinburgh -- Financial Times -- Index Outside directors of corporations |
| title | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_auth | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_exact_search | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_exact_search_txtP | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_full | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_fullStr | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_full_unstemmed | The Independent Director in Society Our Current Crisis of Governance and What to Do about It |
| title_short | The Independent Director in Society |
| title_sort | the independent director in society our current crisis of governance and what to do about it |
| title_sub | Our Current Crisis of Governance and What to Do about It |
| topic | Outside directors of corporations |
| topic_facet | Outside directors of corporations |
| work_keys_str_mv | AT browngerry theindependentdirectorinsocietyourcurrentcrisisofgovernanceandwhattodoaboutit AT kakabadseandrew theindependentdirectorinsocietyourcurrentcrisisofgovernanceandwhattodoaboutit AT moraisfilipe theindependentdirectorinsocietyourcurrentcrisisofgovernanceandwhattodoaboutit |