Trinity Consulting Group

Let’s be clear. There are some boards that tick all the right corporate governance boxes yet are mediocre in their performance. And, on the other hand, we’ve come across others that break the governance rules, yet are a strong strategic asset to their company. In fact, they represent a competitive advantage.

Is your board a real strategic asset or are they like decorations on a christmas tree?

Our view is that there is no sure-fire recipe for building a great board, there are too many variables between industries, and too many complex circumstances to be directive about it. But there are certain attributes and competencies that seem to help significantly. For example, does your Board:

1. Have a great network of significant contacts?..

2. To what extent do they bring other strategic assets, expertise and knowledge to the table?..

3. Are they challenging, deeply, the executive?..

4. Do they hold the executive to account, wherever necessary?..

5. Are they supportive of, and mentoring to, the executive?

Most of all, they must be able to work coherently together as a group and act as one in their support and challenge to the CEO and the executive team.

At the request of the Chairman or CEO, Trinity engage directly with their Board to evaluate Board members group performance, focusing on improving the strategic impact and value they bring to the corporation.