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boardroom dynamics
> 14.8 Concluding thoughts > Flashcards
14.8 Concluding thoughts Flashcards
boardroom dynamics
(92 decks)
1.1 The emergence of board dynamics in governance
1.2 The evolving focus of governance
1.3 Organisational failures
1.4 Interest in human factors
1.5 Shifts in approaches to leadership
1.6 Focus on ethics
1.7 How corporate governance is maturing
1.8 A broader model of corporate governance
1.9 Defining board dynamics
1.10 The evolving role of the company secretary
2.1 Governance structures
2.2 Govenance theory related to board structure
2.3 Defining structural elements of boards
2.4 Impact of board structures on performance
3.1 Board director demographics and attributes
3.2 Board demographics
3.3 Board attributes
4.1 Psychology of the board
4.2 The importance of board dynamics
4.3 Defining board dynamics
4.4 Characteristics of boards and board meetings
4.5 Boards as high-performing teams
4.6 Board team outcomes
4.7 Board team processes
5.1 Board decision making
5.2 Board decision making - an overview
5.3 Evidence based boards
5.4 Cognitive biases
5.5 Individual difference in relation to decision making
5.6 Decision making tools
5.7 Board team decision making - key factors and tools to contribute to a better process
6.1 Stakeholder conversations
6.2 Stakeholder systems
6.3 Systems inside the board
6.4 Sytems outside the board
7.1 Culture in the boardroom
7.2 Governance and culture
7.3 Defining board culture
7.4 Board cultural markers
7.5 Board cultural dynamics
7.6 How to influence board culture
8.1 Diversity in the boardroom
8.2 Diversity in governance
8.3 Types of diversity
8.4 The impact of diversity on dynamics and performance
8.5 Diversity mindset
8.6 How to promote a diversity mindset
9.1 The effect of meeting design on boardroom dynamics
9.2 Introduction to meeting design
9.3 Temporal characteristics
9.4 Physical characteristics
9.5 Procedural characteristics
9.6 Attendee characteristics
9.7 Board design checklist
10.1 The role of the governance professional in influencing the board
10.2 The twenty-first century governance professional
10.3 The company secretary as strategic leader
10.4 Leadership influence
10.5 Ethical dilemmas
11.1 Effective talent management
11.2 Board talent management overview
11.3 Board competencies
11.4 Board recruitment
11.5 Board induction
11.6 Board learning and development
11.7 Board performance management
11.8 Board succession
12.1 Board evaluation
12.2 The company secretary as board consultant
12.3 The current landscape of board evaluation
12.4 How to conduct board evaluations
12.5 Board evaluation - moving towards best practice
13.1 Cultural differences in the boardroom
13.2 The company secretary as cultural diplomat
13.3 Cultural development
13.4 Company culture
13.5 Sector culture
13.6 Country culture
14.1 Developing behavioural agility
14.2 The company secretary as team coach
14.3 One-to-one coach
14.4 Mentor
14.5 Systemic team coach
14.6 Facilitator
14.7 Other supporting roles
14.8 Concluding thoughts
15.1 Maintaining personal resilience
15.2 The requirement of resilience
15.3 The stress response
15.4 Defining resilience
15.5 Building resilience
15.6 A resilient board dynamic
