Effective Board Management Matrix™

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'Board Effectiveness Evaluations' or 'Board Performance Reviews' help the board (and interested stakeholders) to understand how productive and successful the board is in the various components of board work. 

In order to evaluate 'board effectiveness', a board needs to have established criteria or key objectives to review against. It is too broad to ask "How effective are we?"

* Meeting Efficiencies (processes, formats, volume of work, frequency, duration, Agenda timings and structure, quality/timing of minutes, etc)

* Quality of Relationships (intra-board, Chair & CEO, board and management, stakeholders, etc)

* Performance (Chair, individuals, composition, committees, business, etc)

* Compliance (systems, culture, monitoring, WHS, risk, etc)

* Conduct (leadership, role models, code of conduct, decision making, managing conflicts, etc)

The first step is to agree what to evaluate. The subsequent step is to decide the most suitable methods for the evaluation. The methods can be objective (things that can be counted or ticked off such as how often board meetings run to time) subjective (views, opinions and the intangible such as how well the CEO is managed) or a combination of both. 

Objective evaluations are easier, since they can be collated from data which is already available. Subjective evaluations are more difficult. 

Surveys and interviews can be conducted either anonymously or known. Anonymous data gives participants the opportunity to be frank and honest. Open activities can result in better quality information as the participants can be asked follow up questions. For subjective evaluations you can consider a 'on a scale of 1-10' or 'which best describes' types of questions, or you can ask for free-flow feedback. 

Objective data is accurate and reliable and subjective data can reveal risks and opportunities. 

Benchmarks are established in advance (at the beginning of the period being evaluated) and the evaluation is performed at the end of the period. The board must be willing to accept the results and to take action based on the findings. Inevitably, board effectiveness evaluations will reveal where things are going wrong and where things are going well; both are opportunities for improvement. 

The board might change the areas it measures and the board effectiveness benchmarks each year based on the needs and priorities of the business and the board. There may be additional board effectiveness and board evaluation requirements stipulated in the relevant legislation for the business and in third-party contracts such as in funding agreements.

The board effectiveness evaluation can be conducted formally (such as an annual review), informally (ongoing at every meeting), in-house (by the board) or externally through Board Consultants.  The board decides what it will measure and the frequency of the board evaluations and should formally document a 'Board Performance Review Policy'. 

The Effective Board Management Matrix™ is the framework for board evaluation, performance development resources and corporate governance training materials at the Board Coaching Institute.

The matrix breaks the board work down into roles and responsibilities, the requisite functions, the core mechanics, the intra-board and board-management relations and the key driving principles of board performance.  

The segments cover the 'growth and performance' and 'compliance and monitoring' responsibilities and break these down into individual, board and business components. All or any of these can be used for Board Performance Reviews.

This matrix enables our participants to take a deep dive into each of the segments and to understand the correlation between each of the elements. Changes made in any of the segments will result in changes elsewhere in the organisation (every action creates a reaction).

The Board Coaching Institute supports Executive and Non-Executive Directors in their board roles.

We provide board coaching and online masterclasses and training intensives to empower new, emerging and existing directors to have impact and influence in the boardroom.

The reason I do this (my "why"), is to make boardrooms more accessible to under-represented groups and to enhance board member competency and ethical standards. This will help boards to recruit better and to make better quality decisions ."

Where the idea for the Board Coaching Institute came from:

I have had a curiosity with boards ever since my first 'board coaching' contract in 2005. Board dynamics are fascinating. I love the challenges of establishing systems and frameworks and decoding the human instincts that underpin their success. 

I've worked with many boards across a wide range of industries over the years. However, nothing prepared me for my first board role in a start-up Not For Profit. It was intense; fighting our way through one urgent agenda item after the other,  spending hours developing tools and templates to plug our gaps and gaping holes, and frantically searching for solutions for our seemingly impossible conundrums. It was exhausting!

Sometimes the hamster wheel spins so fast, you can't see where you're going. It wasn’t until I had finished my tenure, that I realised I had built an entire suite of corporate governance policies, systems and processes that could be applied universally to all boards. 

I have a knack for simplifying complex information. It comes from a long corporate career as Director of Learning and Development, in the UK, Asia and Australia, translating difficult financial services product information into plain-speaking training resources for Financial Planners. It was my job to take the legal terms and conditions in policy documents and reverse-engineer them into product training that could be used with clients. 

Using my skills and experience and drawing on my formal and informal training, I launched the business in late 2019 and published 'The Essential Field Guide for Company Directors' about 9 months later. Almost immediately, COVID-19 challenged our delivery models, and thankfully my eLearning experience meant we could quickly pivot to a fully online offering. That is the story of how the Board Coaching Institute was born. 

A bit about me personally:

My nine-year old daughter, reading this over my shoulder, advises me that I shouldn’t sing my own praises so much. It’s “not polite”. So I'll finish by telling you about me personally. 

I was born in South London (my accent gives me away), and was headhunted to Australia in 2002. I arrived with little more than 2 suitcases and some blind faith. I fell in love with life 'down under' almost immediately and was thrilled to later become an Australian citizen in 2007. 

I am based in Melbourne and married to a Kiwi, with two gorgeous daughters who are somehow 'half British, half Australian, half Kiwi and one-eighth Irish’. Our rescue dog Buddy is a similar jumble of breeds. 

My ideal client is a successful, hard-working, action-taking professional, who is looking to either break into boardrooms for the first time or to take their board career to the next level. If this sounds like you, I invite you to check out our resources and to join our happy tribe of ‘Board Stars’. I would love to work with you and help you to excel in your goals for the boardroom.

I look forward to connecting with you and steering you along the road to success. Action takers please click here. 

and we couldn't be more proud of the board successes they have enjoyed!

Our strategies have helped senior executives from the following companies to achieve board success...

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Our strategies have helped senior executives from the following companies to achieve board success...

and we couldn't be more proud of the board successes they have enjoyed!

Ellen Hooper
MD, Commissioner & Executive Coach

"I've been able to set myself up a board path in a much more efficient and effective way than if I had muddled through for another couple of years".

Michael Magee
Global VP Growth Acceleration, Mars Inc

"Gives you confidence to pitch for the roles because you really learn what makes you different, unique, special and compelling for boards".

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