Table of Contents

Introduction Part I 1 The board’s role and accountability in developing and deciding strategy: the theory and reality 2 Board capital: the source of director influence, perceived relevance and legitimacy to influence 3 The boardroom: decoding the hidden hierarchy and board culture 4 Essential NED skills for strengthening strategic influence 5 Rethinking the leadership of the board Part II 6 Developing a strategically active board 7 The BoardQ approach to board effectiveness, development and renewal 8 Letter from investors—what we expect from boards 9 The future of governance and the ‘fit for future’ board

About the Author

Meena Thuraisingham, Founder and Principal of BoardQ, a board-level advisory practice, has over 30 years of corporate and consulting experience with global organisations. As a qualified organisational psychologist, her work with top-team and board effectiveness, development and renewal is aimed at strengthening the way organisations are led and governed, and the cultures that result.

Reviews

"A penetrating and confronting attempt to lift the veil into boardrooms, this work cuts to the chase as to what really drives the nominations processes, how directors develop and hold their sources of power, and why directors seek these roles in the first place. It gives essential guidance to Chairs, Directors and investors alike in Board construction and management." — Patricia Cross, Non-Executive Director, Aviva plc (chair of the remuneration committee, member of both the nominations committee and audit committee), Senior Independent Director, Aviva Investors; Chair, Commonwealth Superannuation Corporation. Previously Non-Executive Director, Macquarie Group Ltd"Having recently made the transition from executive leadership to non-executive oversight, I found the book enormously helpful. It provides well researched insight into behaviour around the board table that will be of value to any director who wishes to comprehend the board environment and contribute more effectively. Not least because the book encourages reflection upon one’s own style and influence." — James Darkins, Non-Executive Director, The Crown Estate, previously CEO, TIAA-Henderson Real Estate and Managing Director Property, Henderson Global Investors"A very timely book that any board member can benefit from reading. The human factor is not talked about enough and often its effect on board effectiveness and decision making processes is under-estimated. No amount of good corporate governance can make a board effective if the individuals around the table are not functioning well individually and/or together. This book provides insightful guidance on developing a superior board culture." —Charlotte Valeur, Chair, Institute of Company Directors, United Kingdom; Member, Primary Markets Group, London Stock Exchange; Non-Executive Director, Laing O’Rourke; Advisory Panel Member, Hampton-Alexander Review