The Art of Being an Effective Chair and Chairing Well – 7th June (CPD Certified)

“The Art of Being an Effective Chair and Chairing Well” (CPD Certified)

Boardmatch are pleased to announce our new training day, “The Art of Being an Effective Chair and Chairing Well”. The full-day training is aimed at those who are currently serving as Chairs, or have previous Chair experience. This course is also suitable for those who are interested in moving into a Chair role, Vice-Chairs, or Chairs of sub-committees.

Thursday 7th June

The course will cover the fundamentals of governance and chairing, and will then develop the topics of relationships between the Chair and the board/committee members, conflict resolution, planning and effectiveness, and case study work.

The full-day training is led by governance expert Dorothy Dalton.Dorothy Dalton is a leading expert on Governance and advises several national charities, Boards of Governance and CEOs. Having written several books on Governance, Dorothy has gathered her wealth of experience from various roles including her time as Chief Executive with ACEVO (the association of chief executives of voluntary organisations) from 1992 to 2000, as a Director with Inland Revenue and the Marie Curie Foundation , and as Chairperson for the Petchey Academy since 2014. Click here to visit her website.

To request a copy of the agenda or register for this training, please contact Hannah at hannahcoleman@boardmatch.ie.

Refunds Policy:

Refunds or reschedulings will be facilitated if 2 weeks notice is provided.

This training is Certified by The CPD Certification Service. This training amounts to 5 CPD Hours.

 

Cost: €200 per attendee

Location: Goodbody Stockbrokers, Ballsbridge, Dublin

Date: 7th June

Time: 9.30am to 4pm

CPD: 5 CPD Hours

Understanding Governance and the Board’s role Directors’ Training – 6th June (CPD Certified)

“Understanding Governance and the Board’s role  – Directors’ Training”  (CPD Certified)

 

Boardmatch Ireland are delighted to announce our next Director Training date for 2018. Please see dates below:

Wednesday 6th June – 5 PLACES REMAINING

This training day provides a comprehensive overview of the role and responsibilities of not-for-profit board members and is tailored towards prospective, new and existing board members looking to strengthen their role on the Board.

The full-day training is led by governance expert Dorothy Dalton. Dorothy Dalton is a leading expert on Governance and advises several national charities, Boards of Governance and CEOs. Having written several books on Governance, Dorothy has gathered her wealth of experience from various roles including her time as Chief Executive with ACEVO (the association of chief executives of voluntary organisations) from 1992 to 2000, as a Director with Inland Revenue and the Marie Curie Foundation , and as Chairperson for the Petchey Academy since 2014.Click here to visit her website.

Cost: €200 per attendee

Location: Goodbody Stockbrokers, Ballsbridge, Dublin

Date: 6th June

Time: 9.30am to 4pm

CPD: 5 CPD Hours

Main topics will include:

  • Role, expectations and liabilities of voluntary Directors
  • What is governance?
  • Information needed by voluntary Directors
  • Agendas
  • Case Studies
  • Relationships with your Chief Executive and Chair

Refund Policy:

Refunds or reschedulings will be facilitated if 2 weeks notice is provided.

This training is Certified by The CPD Certification Service. This training amounts to 5 CPD Hours.

For further information, or to express your interest, please contact Hannah at hannahcoleman@boardmatch.ie or call the office on 01-671 5005.

To register for this training day, click here.

 

Board Director Training – March 2018

Director Training

Boardmatch Ireland are delighted to announce our first Director Training dates for 2018. Please see dates below:

Wednesday 7th March
Friday 9th March 

This training day provides a comprehensive overview of the role and responsibilities of not-for-profit board members and is tailored towards prospective, new and existing board members looking to strengthen their role on the Board.

The full-day training is led by governance expert Dorothy Dalton. Dorothy Dalton is a leading expert on Governance and advises several national charities, Boards of Governance and CEOs. Having written several books on Governance, Dorothy has gathered her wealth of experience from various roles including her time as Chief Executive with ACEVO (the association of chief executives of voluntary organisations) from 1992 to 2000, as a Director with Inland Revenue and the Marie Curie Foundation , and as Chairperson for the Petchey Academy since 2014.Click here to visit her website.

Cost: €200 per attendee

Location: Davy, 49 Dawson Street Dublin 2

Date: See above

Time: 9.30am to 4pm

Main topics will include:

  • Role, expectations and liabilities of voluntary Directors
  • What is governance?
  • Information needed by voluntary Directors
  • Agendas
  • Case Studies
  • Relationships with your Chief Executive and Chair

 

To register, please click here.

For further information, please contact Hannah at hannahcoleman@boardmatch.ie or call the office on 01-671 5005.

CEO & Chair Training – March 2018

CEO and Chair Training Day

Boardmatch Ireland are delighted to announced our first CEO & Chair Training date for 2018.

Thursday 8th March

This training fills up quickly so please be sure to book early to avoid disappointment.

This training can be attended by a CEO and Chairperson pair, or by a CEO or Chairperson individually. 

The performance of any not-for-profit organisation is underpinned by the relationship that exists between the CEO and Chair. The training explores this critical Management/Governance interface, and is relevant to both seasoned practitioners and those just stepping up to the top job.

The full-day training is led by governance expert Dorothy Dalton. Dorothy Dalton is a leading expert on Governance and advises several national charities, Boards of Governance and CEOs. Having written several books on Governance, Dorothy has gathered her wealth of experience from various roles including her time as Chief Executive with ACEVO (the association of chief executives of voluntary organisations) from 1992 to 2000, as a Director with Inland Revenue and the Marie Curie Foundation , and as Chairperson for the Petchey Academy since 2014.Click here to visit her website.

Cost: €200 per attendee

Location: Davy, 49 Dawson Street Dublin 2

Date: Thursday 8th March 2018

Time: 9:30am to 4:00pm

Main topics will include:

  • Roles and expectations of Chairs and trustees
  • Ensuring trustees fulfil their governance role
  • Refreshing the Board and finding new trustees
  • Case study of where things went wrong
  • Developing a learning organisation

To book your place, please click here.

For further information, please contact Hannah at hannahcoleman@boardmatch.ie or call the office on 01-671 5005.

Trustee Profile – Brian Lavery

Trustee Profile – Brian Lavery

Brian Lavery, Trustee of The Ark 

European Managing Director, AccuWeather

‘May you live in interesting times,’ goes the apocryphal curse. It’s obviously preferable to spend one’s days in peaceful, and historically irrelevant, periods.

When it comes to serving on a nonprofit board, the blessing on the flipside — the boring tranquility of an uneventful director’s term — doesn’t sound great either.

No one wants to serve on the board of an organisation that becomes interesting for the wrong reasons, and ends up in the newspapers. It’s a trustee’s responsibility to prevent that from happening, by ensuring that risk management functions are executed effectively.

But who wants to spend years attending board meetings where everything proceeds exactly according to plan, approving financial reports, respectfully challenging management to ensure that the organisation delivers on its strategic objectives?

A balance is needed. First and foremost, directors sign up to provide governance (and if you’re not really sure what that means, it’s time to do some reading). For some of us, the most rewarding moments are when that governance role expands to include helping to solve really sticky problems.

I served for five years as a director of BirdWatch Ireland, the country’s largest environmental NGO, and am into my sixth year on the board of the Ark, Ireland’s cultural centre for children. I joined both boards in 2012, when both organisations, like most Irish nonprofits that survived the global financial crisis, were still coping with the impact of the downturn.

And, like all nonprofits, plenty of interesting times were ahead. My personal favourites have been the challenges that, thankfully, come up only rarely. They make big demands on a board member — and they’re when trustees have the opportunity to step up to make a real difference.

Choosing leadership

It’s slightly terrifying when a chief executive resigns. That individual has likely served as the board’s eyes and ears in the organisation. They’ve provided leadership and direction for staff, as well as reassurance to external stakeholders that all is well at the charity.

Losing that consistent presence poses major tests. Is there a succession plan? Will the transition period be handled smoothly, with the least disruption to operations and to personnel? Will the new leader be onboarded to make them optimally effective as quickly as possible? Failing to execute these processes well can cause real damage.

But choosing new leadership is also a wonderfully exciting (even ‘interesting’) opportunity. Searching for top management, and recruiting and hiring, involves debates at board level about what type of leader is needed. It forces trustees to take a hard look at themselves and the work they’ve been doing, and to be bluntly honest about what has been going well, and what could be going better.

The selection process itself also prompts such thinking. Interviews allow the board to seek out independent points of view, to see the charity through a fresh set of eyes. Good interviews should encourage potential CEOs or senior executives to express their imaginations and ambitions freely, since they’re not yet feeling the constraints of budgets and resources that they’ll have to cope with in the role.

These transitions don’t come along often, but when they do, it’s a rare chance to tap into new sources of vision, creativity, and energy.

Setting strategy

Setting strategy, and ensuring its delivery, is one of a board’s core functions. As with leadership transitions, creating a new strategy, or fundamentally revising an existing one, doesn’t happen often. At most, this should occur every few years; otherwise there would be no time to implement the plan.

When that moment comes along, it’s another opportunity to look in the mirror. Strategic thinking requires the board (and the executive) to reassess the state of the organisation, the landscape in which it’s operating (competition, funding, etc.), and the social needs that it’s working to address.

Ideally the board has hands-on involved in this process: it’s time to get in front of the whiteboard or flipcharts with markers and post-its. It can be heavy, intellectual work. But once it’s completed, and there’s a clear strategy document that internal and external stakeholders have helped devise and have bought into, literally everything else comes more easily.

The Ark launched a strategy last year which clearly delineates core activities into four areas — excellence, access, advocacy, and sustainability — that are all clearly in service of its mission, and that help the board prioritise its time and attention. The document provides a structural foundation all of the charity’s activity, so that all staff, and the board, can see how their work fits in.

Managing a crisis

As mentioned above, risk management is a fundamental part of the board’s governance role. Directors are explicitly tasked with ensuring that the charity has robust processes across all areas of operations — and that it is implementing them effectively — to minimise the possibility of any problems arising.

But the world can be unpredictable. And sometimes, to use another proverb, s**t happens.

A major funding source may suddenly dry up. Customers, stakeholders, and even staff may behave in unexpected ways. External factors, like the weather or political events, may severely damage assets or organisational performance.

Dealing with those situations isn’t everyone’s cup of tea. Often it makes sense to have a selection of trustees run point as a mini committee, devising and even executing a solution, while reporting back to the board.

It’s in these situations that I’ve learned the most from my fellow board members. What seems at first glance to be the right solution may not be the best one, so it helps to have a mix of temperaments dealing with crises — especially to mix expertise with cooler heads. Reputation should be one of a charity’s most cherished assets; it takes years to earn and seconds to lose.

A crisis isn’t really resolved, though, just when it passes by without reputational damage. The final step is reviewing whether and how the situation could have been avoided, with processes that could have been better designed or executed. In addition to resolving the urgent problems of today, good crisis management helps to prevent them from recurring tomorrow.

Brian Lavery is the European managing director for AccuWeather, a board member at the Ark, and a member of the Corporate Governance Association of Ireland. He holds a professional certificate in governance from the Institute of Public Administration and an MBA from Columbia University in New York. He can be contacted on Twitter and LinkedIn.

November 2017