Governing well
Good Governance.
A half day on governing rather than managing: board duties, chair and chief executive roles, strategy, risk, performance reporting and board evaluation.
- Level
- Explore
- Learning time
- 6 hours
- Where
- Good Governance
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Board members, chairs, chief executives and governance professionals
Overview
Good governance is how public and voluntary organisations earn and keep trust. This programme brings the whole discipline together across a half day. It begins with principles and structures, including the board's core duties, Garratt's strategic board, the star model and the Nolan Principles, then looks at the people at the top: the chair and chief executive relationship and the governance professional as strategic partner. It moves into the board at work, testing strategy, overseeing risk through the COSO components and reading performance reports, and closes with board evaluation and cases from Carillion and Tesco to Boeing and Patagonia.
Aims
The aim is to develop the judgement and confidence boards need to govern rather than manage: clear roles, honest challenge and assurance built on evidence. It is for board members, chairs, chief executives and governance professionals who want their board to add real value to strategy, risk and performance, and to keep improving.
In summary, you will be able to:
- Explain the principles, duties and theories of good governance, and distinguish the roles of chair, chief executive, board and governance professional.
- Apply critical friend questioning, risk appetite and balanced reporting to test strategy, oversee risk and seek assurance rather than reassurance from management.
- Assess your own board's effectiveness through evaluation and real governance cases, and plan named actions that strengthen how it governs.
What you'll develop
Across this Explore, you will develop the ability to:
- Distinguish a governance question from a management question and explain the board's eight core duties in plain terms.
- Describe the chair's four part role and the obligations chair and chief executive owe each other, and explain why the relationship needs both warmth and distance.
- Explain how the governance professional role has moved from administration to strategic partnership, and identify the four capabilities it now requires.
- Explain the board's role in setting the risk tone and testing that it holds, as distinct from management's job of managing risk.
- Explain what integrated reporting combines and assess a board report against the standard of concise, reliable, strategically focused and visible.
- Describe the layers of the board evaluation cycle and explain why an evaluation nobody acts on is worse than none.
Built from 5 parts.
6 hours of learning.
- 01The bones of good governanceGovernance principles, structures and processesBitesize1 module
- 02The top tableRoles of the chair, chief executive and boardBitesize1 module
- 03The quiet guardianThe role of the governance professionalBitesize1 module
- 04Looking ahead, looking outBoard strategy, risk and assuranceBitesize2 modules
- 05Is the board making a difference?Board performance, reporting and evaluationBitesize2 modules
You have reached the top of this topic
- You are hereExplore, 6 hours, £129
It is also part of these programmes:
Other topics in Boards and governance
- Chairing Meetings, Boards and CommitteesIn the chair5 hours 30 minutes£129
- Audit and AssuranceAssurance that counts5 hours 30 minutes£129
- Ethics, Integrity and StandardsIntegrity first5 hours 30 minutes£129
- Strategic RiskRisk worth taking9 hours 30 minutes£249
- AI and GovernanceMinding the machine6 hours£129
- Women on BoardsA seat of her own3 hours£69
