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In times of crisis many boards will be forced to revisit the line between board and management. When survival is on the line, the board needs to have its hand on the wheel, and be much more closely involved in the operations of the business. This is not problematic, and is to be expected in an effective governance structure

There are a large number of reasons why a CEO might be frustrated with their board. To help you explore the potential causes, there’s eight questions to think about below

Over nearly forty-five years I’ve accumulated a wide array of leadership experience, both as a leader in my own right and as a close colleague of other leaders. I have occupied senior leadership roles in government, small and large business, professional sport, trade unions, universities, industry associations and not-for-profit bodies

To help boards who are confronting a crisis, we’ve published this comprehensive crisis management checklist. The questions below provide comprehensive coverage across

An advisory board is very different to a legal board of directors. Whilst a legal board of directors has to meet certain requirements and standards imposed by legislation, regulation and contemporary practice, an advisory board has no such constraints

Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.