Making your board or SMT more effective

Board members need to be engaged with their enterprise, at least as fully as anyone else. We used to think that it went without saying that people at this level were bound to be engaged, but experience has shown that this is not so. SMTs, for example, are often made up of function heads who pursue departmental agendas, do not function as a team, and are neither cohesive nor aligned to the strategy.

Public company boards usually contain both executive and non-executive directors who may lack mutual respect and cohesion. Disasters like Enron and Northern Rock sometimes follow, but even in milder cases the board fails to give leadership to the enterprise.

ROTA-UK have made a particular study of these issues and can help you achieve high levels of cohesion. Also, we can coach aspiring non-executives to prepare them for board membership.