Karl George

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The Governor’s Year in Review (2017)

It’s that time of year where we reflect, plan and prepare in anticipation of what we will achieve in business and personally over the next 12 months.

Like many years before it, 2017 has given us a number of memorable lessons, charting the way for new practices to be further embedded in governance which is the fabric of any good organisation. Take for example the on going issues for Sports Direct, the so called purge of corruption amongst officials in Saudi, Uber, Harvey Weinstein Continue reading

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Power and Influence in the Boardroom

Have you ever been in a meeting and found that your contributions are overlooked or ignored and you don’t seem to be able to get your point of view across? Have you found that in certain environments you can sometimes struggle to get your voice heard? Even worse than not being heard is when you find that a point that you have made earlier in the meeting is introduced by someone else and is then acknowledged as a great contribution warranting further discussion and you sit there thinking I said that ten minutes ago!

Well, rest assured! Continue reading

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How to… Appraise the Chair

This month’s blog is part of The Governor’s ‘How To Series.’ The series covers a range of topics which offer brief practical guidance on some of the issues that I normally explore from a more theoretical perspective. In doing so, I hope to ensure that my blogs don’t just keep you up to date with what is happening within the governance as a whole, but will also assist you in becoming a competent, confident and effective governance practitioner.

I was recently asked to support an organisation with a chair appraisal process and realised the importance of documenting the process as it forms a key part of good governance structures in any sector. This information will benefit you in your role as a NED but also as a chair as you will come to understand how effectively you are being appraised which can only positively contribute to your development and that of the organisation that you lead.

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Corporate Reforms and Board Behaviour

The watering down of suggested reforms to how companies are run has been the focus of attention recently, especially in relation to boardroom pay. This month’s blog will reflect on why it is such a timely and important debate.

A number of crises in private and public bodies – from the credit crunch ten years ago to, perhaps, Grenfell Tower can be traced back, wholly or in part, to failures in corporate governance.  Continue reading

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Positive Change for our Boardrooms – Forever

I want to introduce you to four unique participants who have recently attended some of my Effective Board Member (EBM) Programme sessions. These participants demonstrate some dysfunctional behaviours that you may have come across in boardrooms or in senior management meetings. Animal traits are an easy way to identify behaviour and learn from it. So, let’s eavesdrop on Peacock, Bee, Rabbit and Penguin who are in the middle of a lively conversation…

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Effective Board Members – Leading Organisations to new Heights of Success

What springs to your mind when you hear the word governance? Do you think that it’s a massively complicated area? Do you think it’s irrelevant and an excuse to create a lot of red tape. Maybe you think it’s just a matter of following the rules and regulations that have been laid down in front of you?

 

Good governance is the key to the success of any organisation. A well-governed business in the private sector enjoys financial success and growth in a sustainable and ethical way. In the public and voluntary sectors, the governance and leadership of organisations can literally mean the difference between life and death.

 

Good or bad governance affects us all, Continue reading

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Developing Griffin Style Leadership for High Performing Boards

“Board effectiveness requires leadership and high standards of behaviour and depends on the inter-workings of board resources, board competency and board execution.”

 

While this may be the case, board behaviour is a difficult factor to manage, measure and monitor yet it continues to have a huge impact on the effectiveness of boards across all sectors. Some of you may be familiar with my TGF Zoo which is home to 12 animals whose behaviour and characteristics are directly attributable to human behaviours seen in the boardroom. Continue reading

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How to… Apply Wisdom in the Boardroom

This month’s blog is part of The Governor’s ‘How To Series.’ The series covers a range of topics which offer brief practical guidance on some of the issues that I normally explore from a more theoretical perspective. In doing so, I hope to ensure that my blogs don’t just keep you up to date with what is happening within the governance as a whole, but will also assist you in becoming a competent, confident and effective governance practitioner.

Reading time this month – 4 minutes

In Caribbean and West African Folklore there is a character called Anansi who is seen to be the quintessential embodiment of wisdom. Often portrayed as a spider in the stories that bear his name, the tales in which he features use clear and simple messages to offer readers guidance on how to apply wisdom.

So what does Anansi have to do with governance I hear you ask? Well, some of you will have read or at least heard of the book ‘The Wisdom of the Crowds: Why the Many are smarter than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations. Published in 2004 by American Journalist James Surowiecki, the basis of the material is that oftentimes, decisions made in groups are better than those made by individuals Continue reading

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The Duties of a Director

Last month’s blog looked at why you might want to become a board member. This month we take the next step to examine what the law has to say about the duties of a director.

I have looked at international law and there are three key principles that are found in the legislation of every country around the world when it comes to directors’ duties:

 

  1. A duty of trust, which means that a director must focus on what is best for the company they serve.
  2. A duty of care, which means that a director must be mindful of their conduct, decisions and judgement.
  3. A duty to exercise independence by avoiding conflicts of interest and maintaining their integrity. Continue reading
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How the 6Cs can help you become an Effective Board Member

There are many reasons why you may consider becoming a board member. In this blog post I am going to remind you of those reasons as well as reviewing what an effective board member, governor or charity trustee looks using the 6Cs.

 

 

If you want to make a positive difference in the world, joining a board is a good step. I believe that to have a long-term impact you need to have some influence at the top of an organisation. Continue reading

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