This three day programme draws on the Kakabadse team Global Studies of Top Teams and Boards. The programme captures the skills and capabilities required of high performing directors and the challenges boards and directors will face, now and into the future. Africa is one of the sites from which data has been gathered.
The central theme of this programme is that high performing boards and their directors balance stewardship with compliance. Our research shows that most Boards are over attentive to the governance demands of compliance at the expense of stewardship. As a result, the Kakabadse studies emphasise that many Boards are not valued due to ‘the fact they are out of touch and unresponsive to the needs of stakeholders, shareholders and the management of the enterprise’.
This programme will enable the participants to balance the requirements for compliance with the demands of stewardship. How Board directors become familiar with the context of the enterprise and add value through their penetrating insight of the organisation, is core to this programme.
Three critical issues are addressed:
- The dynamics of Leading Through Strategic Change
- The handling of tensions in the boardroom
- Enabling mental and physical well-being through minimising the negative impact of Burnout
- Introduction to Programme
The nature of the programme and its international database foundation which provides the platform for enhancing the skills and capabilities of board directors is presented. The programme will draw on the emerging trends from over 20,000 Top Teams and general managers and approximately 5000 Boards, spanning 43 countries. Learning will be through real life case studies (heavily disguised), the case experiences of the participants and through feedback from two key psychometrics, the Executive Profiling Instrument and the Thomas Kilmann Inventory (TKI).
- Leading Through Strategic Change
The Ziton Case Study, a real life case heavily disguised, will act as the learning vehicle requiring the participants to consider the skills, competencies and capabilities required of directors to effectively Lead Through Strategic Change as well as how to Redesign the Organisation. The Ziton case captures the experience of Subsidiary Board Directors who try to turn around a declining company, a part of the Ziton Corporation. Discussion will take place in Learning Teams and presentation of each learning team findings will be in plenary. Key learning points from this case will be highlighted.
- The participants will be tasked with providing their personal case experiences. One participant will be primed to present their case study (participant case 1) which builds on the learning points of the Ziton Case Study. Learning will be through discussion in plenary.
- The Success Formula
Discussion will focus on best practice Engagement and Alignment, particularly focusing on the responsibilities of the Chairman for enabling high quality Board Performance.
- The results of the Executive Profiling Instrument will be highlighted, capturing the strategic and operational skills as well as the capabilities to ensure for high quality engagement and alignment on key issues required of high performing directors.
The feedback will be offered to each team drawing on their experience of working together on a demanding case of strategic change. The feedback offered will be multi-dimensional, but highlighting the impact made by each participant both in the case and in their real life role.
- Executive profiling instrument feedback (continued) to two learning teams
As stated, the feedback will focus on the findings of the Executive Profiling Instrument and the learning from the Ziton Case, the participant case study and the real life experience of each Learning Team Member.
- Handling Tensions in the Boardroom
Learning will take place through the real life case (but heavily disguised) study of Highland plc. The session will examine the source of tensions in the boardroom, their impact and how such tensions can be handled. Discussion will take place within learning teams and findings will be presented in plenary. Following the discussion two further learning teams will be given feedback from the Executive Profiling Instrument linking the learning from both the Ziton and Highland cases with the findings for the two learning teams.
- A further key participant case study (Participant Case 2) will be presented along the lines of the Highland plc case study. Discussion and learning will be in plenary.
- Handling key and sensitive relationships
The Thomas Kilmann Inventory (TKI) will be used as the vehicle to determine each participant’s capability to work through uncomfortable but critically important stakeholder and boardroom relationships.
The combined findings from the Executive Profiling Instrument and the TKI will be provided for two further learning teams.
- Leadership Intelligences
The 5Q’s model will be presented to highlight the key capabilities required of Board directors to work through the complexities of issues to be faced in the boardroom. Learning how to apply the 5Qs will be drawn from the previous sessions of both psychometrics and the case studies presented.
- Handling the Wellbeing of Senior and Middle Managers
This will be pursued through analysis of the Kerry Schwartz case study. This real life case, heavily disguised, emphasises the disturbing nature of Burnout, its effect on individuals, teams and organisations. The session will also focus on and how burn out can be effectively minimised. Discussion will be in learning teams and the emerging findings presented in plenary.
- Feedback from both psychometrics and the learning from the case studies will be provided to two further learning teams.
- Participant case study 3 focussing on mental and physical wellbeing in the work place and how to address the phenomenon of burn out will be discussed in plenary.
- Feedback will be provided to the remaining learning teams.
- Personal development plan
Participants will be divided into pairs so that each can assist the other to think through and prepare a personal development plan on how to enhance performance on return to the workplace. The buddying up of two individuals is intended to have discussion continue post this three day programme.
Close of programme highlighting key learnings