Boards constitute the ultimate leadership of organisations. In one form or other they establish an interaction between executives who lead the organisation on a daily basis and non-executives who participate in the leadership on a part time basis. The quality of the interaction determines the performance and effectiveness of the board.
The governance and financial crises that mark the first decade of this century have triggered governance regulation that emphasises a stronger role of non-executives in the governance of companies. This generates new expectations of tasks and duties and creates new boardroom dynamics. The first level of this is to ensure that boards do a professional job, that board members individually are committed and able to contribute substantively and that the monitoring role of non-executives is strengthened. The second, more ambitious level is to ensure that the interaction of executives and non-executives truly becomes effective and strongly contributes to the success of the organisation. This more ambitious level can only be achieved when boards are willing to comprehensively review and develop their performance and to look at all systemic and behavioural factors that determine effectiveness and performance. To do so requires a specific board ability and space, reflective space.
It is the core competency of Phyleon to help boards build and develop this reflective space.