 |
Good
Governance journal |
If you want to keep up with international best
practice in governance, you need Good Governance.
Six issues a year cover up-to-the-minute trends
and developments in governance practices and processes.
With practical 'how to do it' articles, authoritative
comment, stimulating ideas, reviews and governance
news, Good Governance is a very cost effective
part of any board's effectiveness development
programme.
Request
a complimentary issue.
Request
subscription and back-issue order details.
Good
Governance Journal Index 1 to 54 pdf (95kb)
| Issue 58 |
July–August 2007 |
 |
| ‘Unspoken About” Risks That Directors Face |
|
 |
An exploration of risks other that the visible, legal risks |
|
| Does a Managing Director Ever Really get to be a Director |
|
|
What might be the implications of a CEO becoming a managing director. |
|
| “Let’s have a report on that” |
|
|
The consequences for Chief Executives being loaded with unexpected, ad hoc reports... |
|
| Book Review |
|
‘What Got You Here Won’t Get You There’
Marshall Goldsmith, with Mark Reiter
Hyperion 2007
ISBN 978-1401-301309 |
| Issue 57 |
May –June 2007 |
|
| Practical Hints for Effective Board Papers |
|
| Effective Questioning in the Boardroom – Inquiry or Inquisition? |
|
|
How questions can be asked to draw forth useful and informative answers. |
|
| Getting the Best From Your Directors |
|
|
Suggestions of ways Boards can enhance the experience of being a Director. |
|
| Practical Hints for Effective Board Papers (part II) |
|
| Trends in Not-for-Profit Sector Governance. |
|
| Avoiding ‘Slideware’s’ Slippery Slope! |
| Issue 56 |
March –April 2007 |
|
| [Please note: some editions have been incorrectly printed as March-April 2006] |
|
| Seeking Boardroom Intelligence |
|
|
providing your board with information needed for effective stewardship |
|
| What a Constitution Can and Cannot Do |
|
| The Board’s Role in Controlling Sensitive Expenditure |
|
| Avoiding ‘Slideware’s’ Slippery Slope! |
|
|
cautionary advice on the use of PowerPoint |
|
| Practical Hints for Effective Board Meetings |
|
part 1 - The Agenda |
|
| Issue 55 |
January-February 2007 |
|
| Issue 54 |
November-December 2006 |
|
| Issue 53 |
September-October 2006 |
|
| Issue 52 |
July-August 2006 |
|
| Getting the Most from the Board Retreat |
|
Is it Time to Switch (Conversation) Mode? |
|
To Empower Your CEO, Create Boundaries |
|
Good to Great and the Social Services (Book Review) |
|
Governance in the News |
|
| Issue 51 |
May-June 2006 |
|
| Why Do Chief Executives Fail? |
|
Financial Governance for Not-for-Profit Organisations |
|
Chairperson Leadership Styles |
|
| Issue 50 |
March-April 2006 |
|
| Should a Board Engage in ‘Debate’ or ‘Dialogue’? |
|
Seven Years and 50 Editions of Good Governance |
|
Expectations of the Chair, Individual Directors and the Board as a Group |
|
Governance Q & A: |
|
|
How do we formalise communication between the Board, the Chairman , the Chief Executive and Staff? |
|
| In Support of Strong Strategic Dialogue. |
|
| Issue 49 |
January-February 2006 |
|
| Through the Eyes of a Director – a framework for governance |
|
Why the Chief Executive’s Report Should Not Dominate the Board’s Meeting (and How to Make Sure) |
|
The Importance of Being Explicit About Desirable Board ‘Norms’ |
|
What Role (if any) Should the Board Play in a Major Organisational Restructuring? |
|
| Issue 48 |
November-December 2005 |
|
| Issue 47 |
September- October 2005 |
|
| Issue 46 |
July-August 2005 |
|
| Issue 45 |
May-June 2005 |
|
Setting Standards for Behaviour and Sticking to Them |
|
The role of a board’s ‘Code of Conduct’ |
|
The Attributes of an Effective Chairman |
|
‘Improving Board Effectiveness – Managing the Board as a Work Unit’ |
|
A guest article contributed by Neil Primrose of the Australian Institute of Company Directors |
|
Review Article: Boards and their CEOs. |
|
A review of articles written by Ram Charan; Margaretha Wiersema; Laurence Stybel and Maryanne Peabody |
|
| Issue 44 |
March-April 2005 |
|
Key Aspects of the Chairman’s Role and Responsibilities |
|
| Monitoring Risk. |
|
| Q & A |
|
Should the board meet without the Chief Executive? |
|
Why is it That the Carver Policy Governance Principles can Seem so Hard to Honour? |
|
| Issue 43 |
January-February 2005 |
|
Beyond Bumper Sticker Values
|
|
Why (and how) boards should explore the values that underpin their organisation’s reason for being. |
|
The Disclosure of Governance Practices
|
|
What should be included in the governance statements of a board’s annual report. |
| Governance in the News |
|
Does Director Independence Matter? |
|
Getting a Grip on History |
|
| Issue 42 |
November-December 2004 |
|
Coming Out From Under the Shadow of the Founding CEO |
|
Eight Ways to Keep Your Board’s Policy Framework Alive! |
|
| For How Long Should Board Members Serve? |
|
Governance Q&A |
|
Are Proxy Board Members Acceptable? |
Steps Toward high Performance Governance – Lessons from the Sports and Recreation Sector |
|
| Issue 41 |
September-October 2004 |
| Issue 40 |
July-August 2004 |
|
Unleashing the Board’s Ability to Think Strategically |
|
Some discussion starters to assist boards to think strategically |
|
| Many Heads are better than One |
|
Governance in the News |
|
‘pre - nup’ agreements prior to joining a board – the Coca Cola Amatil proposal. |
|
Going Back to the Roots |
|
A discussion of writings by Robert Greenleaf |
|
Avoid the Usual Traps in Setting Performance Expectations |
|
Some suggestions for wording CEO performance expectations |
|
|
Thinking of Changing the basis for Board membership? What System Works best? |
|
Representative versus skills-based directorship |
|
Obstacles to Board Performance Review |
|
Some counter arguments to commonly expressed reasons for not undertaking board performance reviews |
|
5 reasons Why a Board Should be Vitally Interested in the People Side of the Business |
|
Putting the Board to the 10 Minute Test |
|
Some suggestions for reviewing meetings that have just been completed |
|
| Issue
38 |
March-April
2004 |
|
| Boardroom
brawling raises the bar |
|
An
analysis of some of the governance issues
raised by recent boardroom troubles at the
National Australia Bank |
|
| Book
Review |
|
'Back to the Drawing Board: Designing Corporate
Boards for a Complex World'.Colin B. Carter
and Jay W. Lorsch. Harvard Business School
Press. Boston 2004 ISBN 1-57851-776-1 |
|
| Which
is more important - a board's power or its
influence? |
|
| Help
for Audit Committees |
|
| The
CEO-Chair relationship |
|
| Boards
in the News |
|
| Be
clear about the reasons for undertaking a
board performance assessment. |
|
| Issue
37 |
January-February
2004 |
|
| Eight
ways to ensure the experts on your board are
on tap, not on top |
|
| Building
an effective board-CEO relationship |
|
| Why
your board should be interested in organisational
values. |
|
| "Do
more talking please" |
|
Suggestions
to help boards engage in more constructive
discussion. |
|
| Issue
36 |
November-December 2003 |
|
| When
the law and good practice coincide: the wider
application of the principles underlying 'Sarbanes-Oxley' |
|
| Be
clear about the purpose of your committees. |
|
| Governance
Q & A's |
|
How
does a board determine what belongs in the
constitution and what belongs in policies? |
|
| Book
Review |
|
Thin
on Top: "Why Corporate Governance Matters
and How to Measure and Improve Board Performance".
Bob Garratt(2003) |
|
| Making
Sound Board Decisions |
|
Some
guidance for governance-level decision making. |
|
| Issue
35 |
September-October
2003 |
|
| Ten
things a chairman must know |
|
| Seeking
out Differences |
|
The
importance of diversity in the boardroom |
|
| Paradoxes
of Governance (continued) |
|
Directors
are legally responsible for supervising management
but management controls the information, planning
and organisational systems. |
|
| Should
senior staff attend board meetings? |
|
| Governance
Q & A's |
|
How
often should we review policies? |
|
Should
we be open to making changes? |
|
| Issue
34 |
July-August
2003 |
|
|
| Issue
32 |
March-April
2003 |
|
|
| Issue
31 |
January
- February 2003 |
|
| Speaking
with One Voice |
|
almost
as religious as speaking in many tongues -
exploring the emphasis on collective decision
making and accountability |
|
| Paradoxes
of Governance |
|
the conflict between being a 'membership individual'
and an 'individual member' |
|
| Writing
for the Board (Part 1) |
|
| Governance
Q & A's |
|
"Why
use a limitations approach to risk management"
|
|
| A
Federation or Unitary structure |
|
which
is right for families of not-for profit organisations?
(Part 1) |
|
|
| Issue
30 |
November-December
2002 |
|
| Taking
a strategic approach to risk management |
|
| Create
and sustain the boardroom culture you want |
|
| The
Monks' story: A parable with relevance
to diversity within the boardroom |
|
| Governance
Q & A's |
|
should
the board be involved in operational
planning? |
|
| Facing
up to the paradoxes of governance |
|
|
|
| Issue
29 |
September-October
2002 |
|
Clinical
Governance
|
the
health care board's role to set and
monitor high quality clinical standards
|
|
|
| Strategies
for more effective communications between
boards and chief executives |
|
| Governance
Q & A's |
|
should
a former CEO stay on in a lesser
role? |
|
should
there be specialists on the board |
|
| Book
review |
|
"Corporate
Boards that create value: Governing
Company Performance from the Boardroom"
- John Carver with Caroline Oliver
(2002) |
|
|
|
| Issue
28 |
July-August
2002 |
|
Understanding
the 'Flip Flop' phenomenon
|
why
is it so common for a governing board
to flip flop from under control to over
control? |
|
|
| The
Challenge of a Part-time Team |
|
how
can a board use its time to best effect? |
|
| Leaving
Skills Outside the Boardroom Door |
|
why
do skilled and knowledgeable people
leave their talents outside the
boardroom |
|
| Governance
Q & A's |
|
is
there a meaningful role for the
deputy chairman? |
|
| When
is enough enough - some further
thoughts on chief executive remuneration |
|
|
|
| Issue
27 |
May-June
2002 |
|
| Should
we have a staff member on the board?
|
|
| Governance
in the News - Toasting marshmallows ... more
tales from Enron |
|
| Getting
the Right people on the Board - Director recruitment
and Succession Planning |
|
| Governance
Q & A's |
|
what
is the difference between a policy and
a procedure? |
|
|
| When
directors have limited knowledge about your
business |
|
some
options for increasing directors' knowledge... |
|
|
|
| Issue
26 |
March-April
2002 |
|
Hedgehogs,
flywheels and doom loops
|
challenging
conventional wisdom in the boardroom
|
|
|
| Approaches
to documenting the Board's delegation to the
CEO |
|
| Governance
Q & A's |
|
is
there a role for staff in board performance
assessment |
|
| What
might be in a CEO's delegation |
|
a
suggested list (or possible benchmark) |
|
|
|
Issue 14 | | Replace
that old finance committee with an audit committee | |
| Governance in the
news: the
board's role in major ownership changes board succession planning |
| | Q&As:Is
there a 'right' answer to the amount of information needed by the board? |
|
| How does
the board become more strategic? Choosing
a retreat facilitator | |
| Issue
13 | | Criterion-based
Monitoring | |
Why People Dislike
Board Meetings
Some of the complaints we've heard in our years of consulting. |
| Board
Committees
A look at their role and contribution. | |
| Issue
12 | Planning
a Successful Board Retreat
When the CEO's Tail Wags the Board's Dog |
| Strategic
Planning: Developing Ends Policies
Case Study - an association board develops
ends/results policies. | |
| Issue
11 | | A
Framework for Best Practice Governance | |
| Developing an annual
agenda | |
Strategic Planning:
Developing Ends Policies
Case study - a hospital board develops ends/results
policies. | |
| Issue
10 | | Using
the Board's Expertise | |
Strategic Planning:
Developing Ends Policies
Case study - setting ends/results policies for local
government. | |
Q&A
What to do
with a non-performing CEO.
Who owns your organisation. |
|
| Issue 9 |
The Board's Role in
Budgeting
How to exercise financial governance. | |
Strategic Planning:
Developing Ends Policies
Case study: How the board of a community-based mental
health organisation developed ends / results policies. | |
The Board 'Retreat':
How to Advance
The role of special off-site board meetings. |
| Expertise
on the Board
What's required? | |
Q&A
Who should
be on an association board? | |
| Issue
8 | Strategic
Planning
The board's role and accountabilities. | |
Not-for-Profit / For-Profit
Boards
Differences and similarities. | |
Quality Management
Boardroom contribution. | |
Remuneration
Should
not-for-profits pay their boards? | |
Q&A
Succession
planning: from MD to Chairman - a good move? | |
| Issue
7 | | Reviewing
the Board's performance. | |
Risk Management (part
2)
Issues and responses. | |
Q&A
What is the
ideal board size? | |
| Issue
6 | Managing
Organisational Risk (part 1)
The board's role. | |
The CEO on the Board
Should the CEO be a voting member? | |
Q & A
When should
I be concerned at the CEO and Chairman bypassing the board? |
| Strategic
Thinking (part 4)
Board tools: SWOT and PPESTI analyses. |
| | Issue
5 | Financial
Responsibilities
Basic principles of financial governance. |
| The
Board's Agenda
Ownership and design. | |
Strategic Thinking
(part 3)
Two useful tools - environmental map and scenarios. |
| Q
& A
Should not-for-profit organisation board members be paid?
Presentations
to the board - when to say 'no'. | |
| Issue
4 | Strategic
Thinking (part 2)
What to do and how to do it. | |
Driving for Change
in Governance Culture
Case study: Women's Golf NZ. | |
Q & A
Poor performing
staff - what can the board do?
The board's ultimate accountability - what
is it? | |
Survival
The board's
responsibility for business continuation. | |
| Managing Conflicts
of Interest | |
| Issue
3 | Setting
CEO Limitations
A more powerful way to define the CEO's job. |
| Maintaining
CEO Accountability
Effective boundaries. | |
Elected Boards
Should we expect good governance practices from our local governments? |
| Strategic
Thinking (part 1)
Getting the board's role right | |
| Issue
2 | Evaluating
the CEO
Aligning CEO and organisational success. | |
The Mission Statement
Getting your board's ultimate policy right. | |
Looking for the Ideal
Board Member?
Skills and attributes checklist. | |
| Issue
1 | Policy
Governance
A better way for the board to do its job. |
| Governance
Process Policies
Which board practices should be documented? |
| |
top