Governing with Purpose

For over 30 years Brian Cavanagh has been involved in governance and leadership. He has extensive experience of governance and decision making, including 17 years as a city councillor and 10 years as a non-executive director and chair of Scotland’s second-largest health authority. A passionate advocate of empowering boards, he acts as a trusted advisor and governance specialist to CEOs and the boards of many leading charities in the UK and Ireland. Brian is also chair of a SME and sits on the board of an Irish housing association. Author location: County Louth, Ireland

Table of Contents

Introduction

Part 1 First Principles

Chapter 1 Governing with purpose
What does it mean for board members, understanding your why as a board member and reimagining your role

Chapter 2 – What does good board governance look like?
Setting out foundations of how board members add value, understanding roles and the power relationships around the board and outwith the board room

Chapter 3 Governing Cause Organisations - keeping to purpose
A wider look at what governing in a values-based organisation in regulatory framework means - and the challenges and opportunities that entails.

Part 2 - Critical relationships

Chapter 4 The key relationship: Primus inter pares - the Chair
Identifying the different types of Chair/CEO combinations and outlining the best balance for Governing with Purpose

Chapter 5 The key relationship; the CEO
Setting out the roles of the CEO and exploring the different approaches and their impact on relationships with the board.

Part 3 revisiting the roles

Chapter 6 Effective decision making
What are the key components and techniques that make for good decision making? How much should be delegated and what is the role of CEO and senior management in that? What roles do committees have in managing and assessing risk, and above all how do the personality types of board members impact upon decision making?

Chapter 7 Groupthink versus Dissent - getting the balance right
Examining the nature of constructive challenge and the dangers of Groupthink and Dissent - and how board members play out their roles of collective responsibility and personal and moral views as a core to Governing with Purpose

Chapter 8 Strategy versus Scrutiny - getting the balance right
Exploring the dilemma how Boards often feel more comfortable in their scrutiny role yet getting more involved in the shaping of strategy is where boards need to be – chapter outlines how boards should manage that dilemma

Part 4 Re-imagining Purpose

Chapter 9 Governance as Leadership
Introducing the concept of governance as leadership to improve general board effectiveness, and how boards can realise their power

Chapter 10 Board as Ambassador and Influencer
Exploring the under-realised importance of a board member as ambassador and influencer – and hoe boards can offer real added value and demonstrate their leadership

Chapter 11 The Learning Board
Showing that Governing with Purpose can only be fully realised through the development of a learning board, with thoughts on how to achieve that

Chapter 12 – Recruit and Renew
Showing to how to develop successful succession planning and board renewal

Appendix one

The Holy Grail – the perfect board meeting

Appendix two

Roles and responsibilities