Are you ready to cope with the new leadership challenge?

Company boards are increasingly coming under public scrutiny as their decision-making and leadership processes are examined and often called into question in an era which is demanding higher levels of transparency.

And when board members donโ€™t make the time to deal with the responsibilities of the job, they avoid challenging their counterparts on core issues affecting the business. This need to find out what is really going on in the organisation is critical.

As if thatโ€™s not enough, board members are increasing under the spotlight for the way they interpret and deliver governance, whilst maintaining grounded ethical and moral positions in the marketplace.

The key mentoring influences that should be on offer from a boardroom โ€“ support, stewardship and leadership โ€“ are becoming wildly negligent in this respect, particularly in the UK and the United States.

So what can be done to address these seemingly insurmountable challenges, and how should boards go forward to achieve their organisational purpose?

The role of a board is unique to each organisation, and complex, but help is at hand!

It is, without question, one of the most extensive and revealing studies of its kind anywhere in the world.

Professor Kakabadseโ€™s research has highlighted that board members are often surprised by the reality of their role.

โ€œThey are ill-prepared and ill-equipped to deal with the challenges they faceโ€, he says, โ€œand their lack of knowledge and experience puts the whole organisation at risk.โ€

And according to the research, only 20% of global corporations operate with a truly ethical approach, even though they are statistically more likely to perform better in the medium- to long term. And the vast majority of boards are not respected by their managers โ€“ they are seen as being impotent and not appreciating the reality their organisation faces โ€“ invariably with good reason!

So as a board member, how can you harness the potential of the organisation? How can you restore your collective reputation, and inspire respect and admiration from those you wish to influence?

Professor Kakabadseโ€™s belief is that mentoring lies at the heart of an effective board, and his programme is geared to showing board directors how to engage fully with all their stakeholders, adding real, sustainable value to the business.

The programme has a high level of personal focus, helping delegates to understand what it really means to be an exceptional board director.

Find out more about the Boardroom Skills programme

This article was originally written for Cityjet magazine.

Professori Andrew Kakabadse - Henley Business School Suomessa

Professor Andrew Kakabadse

Professor Andrew Kakabadse is Professor of Governance & Leadership, Programme Director for the Board Directorsโ€™ Programme and Boardroom Skills programme as well as Chairman of the Henley Directorsโ€™ Forum. He has undertaken global studies spanning over 20,000 organisations (in the private, public and third sector) and 41 countries. His research focuses on the areas of board performance, governance, leadership and policy.

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