Board and Management Relationships Results

This page outlines a collection of information on our website regarding board and management relationships.  You can refine these search results using the options provided in the left-hand menu.

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Showing results 1-7 of 7
  • 01 Aug 2014

    Building up meaningful board packs

    Directors have always had to rely on what management tells them, but they have never been more concerned about the quality of their board packs. “We’ve certainly seen increasing pressure on boards to perform and I think that’s made them think more carefully about the quality of ...

    Content Type: CDM Article

  • 01 Jun 2014

    A la carta

    John M Green compares many company charters to comfort food – filling, but lacking nutrition. Companies have rafts of charters, but how do we judge their effectiveness? The great charter, Magna Carta, gives us some clues. Much of it has survived, ancient rules that are now essential moder...

    Content Type: CDM Article

  • 01 Feb 2014

    Hiring a great CEO

    Karen Gately reveals the secrets to hiring a great CEO and outlines the common mistakes to avoid. Among the most important decisions any board of directors can make is who to appoint to the role of CEO. The decisions CEOs, in turn, make about the managers they entrust to lead their teams ...

    Content Type: CDM Article

  • 01 Sep 2013

    What worries SME directors

    Matthew Sainsbury finds out what’s dominating SME boardroom conversations and keeping small business owners up at night. In 2000, Andrew Thomas left university with a semester in Computer Engineering and Science unfinished to start a business, Thomas Duryea Consulting. Thomas and the thre...

    Content Type: CDM Article

  • 01 Apr 2013

    NFP directors need to lift their fundraising game

    Not-for-profit (NFP) boards and their fundraising staff were not seeing eye to eye and needed to start communicating better with each other as funding tightened in uncertain economic times. That was the view of Andrew Thomas, Perpetual’s general manager for philanthropy, when addressing the Australi...

    Content Type: CDM Article

  • 31 Jan 2013

    Appraisal of the CEO

    The board has the responsibility of assessing the performance of the CEO and has a vested interest in ensuring the CEO is effective. This Q&A explains the process of how to conduct an appraisal, how often they should be carried out and other considerations to take into account to ensure a good r...

    Content Type: Director Q and A

  • 31 Jan 2013

    Appraisal of Board and Individual Directors

    Since the global financial crisis, there is an increased expectation that the performance of boards and individual directors will be regularly appraised. This is reflected in Principle 2.5 of the ASX CGC Corporate Governance Principles and Recommendations. This Q&A runs through who and what will...

    Content Type: Director Q and A