As the academic year approaches the end, and teachers begin to assess students and write up report cards, it’s timely for school boards to also consider their performance and position. While the act of going to school has barely changed from the industrial age, the issues facing schools and those tasked with managing them has shifted significantly. School boards now …
Why women suit leadership for the future
by Rachael Jansen If we truly want gender equality and to see women rise – and we do – then we need to stop discussing women and gender as such, and instead talk about leadership qualities needed for the future. When the narrative continues along gender lines, the focus continues to be on what separates men and women, which facilitates …
Becoming a high-performance board
It’s that time of the year – footy finals season – where the efforts of all players are summarised as a position on the competition leaderboard, with one team ultimately declared the best for the season. By this stage of the season, we know who the higher performing teams were for the year and no doubt there will be much …
The future for NFPs: a director is a director regardless of sector
In the spirit of calling a spade a spade, it’s time we call a director a director regardless of the sector they serve in because the future for not for profit organisations is especially contingent on reassessing the composition, strength and expectations of their boards. Persevering with the notion that there’s a difference between the requirements and expectations of an NFP …
Writing board reports: it’s a talent worth mastering
Communication skills are touted as one of the key traits of great leaders yet many an executive manager comes unstuck when it comes to compiling their board reports. Striking the right balance of relevant information and being able to present that information in the appropriate way is a specific skill executives can find problematic but once mastered, becomes an asset …
The risky business of success: lessons from the CBA
The old saying ‘if it ain’t broke, don’t fix it’ seems like reasonably sage advice, yet in terms of governance, a board resting on its laurels is risky business. If things are going well, there’s a temptation to think there’s no need to worry about looking under the hood to check how things are working. In the case of the …





