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The courses will be held at:
Royal Society for the
encouragement of the Arts (RSA)
Dinner: Tuesday 22nd April,
7.30 pm
Masterclass: Wednesday 23rd April,
10 am to 4 pm
A one-day Masterclass
for Chief Executives and Chairs on how to maximise
the contribution of your Board, preceded by dinner
with Jackie Ballard.
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Attendance
fee: £225 per person including VAT, lunch,
dinner the preceding evening, and all presentation
materials.
Please note: This course is designed
solely for charity trustees and chief executives.Building
Board Performance is a one-day Masterclass at the
RSA, preceded by a private dinner with Jackie Ballard,
Chief Executive of RNID. It is intended primarily
for the Chief Executive and one or more trustees,
ideally including your Chair.
The Masterclass, presented by our Management Consultancy
Team in association with Third Sector, is designed
to help Chairs and CEOs to maximise the contribution
of the Board by making fuller use of trustees’ time,
contacts and experience, recruiting additional trustees
with the skills and networks you need, and expediting
your decision making processes.
We examine how to build an effective partnership
between Chief Executive and Chair, review the roles
which your current trustees might play, fill any
gaps in the mix of people, skills and contacts which
you need, agree trustees’ roles and expectations,
develop an inspiring vision and mission, set out
a strategic framework to inform your decisions, decide
when and whom to consult, and improve teamwork between
the Board and SMT.
The Board Masterclasses are highly interactive in
nature. We tailor the content to needs of participants,
which we discuss with you in advance, and provide
a range of tools and processes which should be of
direct value in your organisation.
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| Cynthia
Hansen |
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| Jackie
Ballard |
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workshop content:
1. Building a successful
Chair/Chief Executive partnership
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achieving clarity about your respective
roles |
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playing to your strengths |
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building trust |
2.
Building the Board
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assessing the potential contribution
of your current trustees, and any gaps in skills
and experience |
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identifying ‘connectors’, ‘cultivators’ and ‘contributors’ on
your Board, and using them appropriately |
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attracting and involving skilled,
well connected and highly motivated trustees |
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defining the role and expectations
of each trustee, and agreeing job descriptions |
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building the capacity of the Board
to develop vision and exercise leadership |
3. Building effective decision
making processes
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agreeing vision, mission and a strategic
framework to inform the Board’s decisions |
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achieving clarity in delegated decision
making |
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avoiding information overload |
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deciding when and whom to consult |
Organised
by Action Planning in association with Third Sector
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