Directors and other senior leaders at the helm of organisations who take their responsibility for creating wealth for the benefit of the enterprise and society as a whole seriously, assiduously monitor the implementation of the strategic intent of their organisations in pursuance of their responsibilities that cover Corporate Governance, Enterprise Risk and Compliance.
However, while an exclusive focus on what you want to achieve and the progress you are making, on the face of it, is valid, an area of exposure from an undue focus on results is that results are lag measures. By the time one gets the results, it is historical, and nothing can be done to alter them. Apart from that, many organisations end up rewarding behaviors that produce results without an understanding of what the behaviors are, insufficient depth, and the broader spectrum of their impact. This obscures the fact that behaviors that delivered today’s result could, for instance, have done so at the expense of tomorrow’s results.
In this seminar, we shed light on these issues, to equip you as a board member to ask the right questions, shape the conversations around expectations and performance in your organisation, understand the lead metrics of sustainable performance and how to use them to drive for sustainable superior organisational and individual performance. It will explore how to leverage people as a source of sustainable competitive advantage by ensuring that, as a director, you are paying attention to the climate risk.
- Corporate Governance, Risk Management and Compliance responsibility of the board.
- Corporate Governance, Risk Management and Compliance: People make it all happen
- Holding Senior Leaders accountable for sustainable corporate integrity and performance
- Measuring Performance in a way that drives long-term sustainability by leveraging people
- Making people a source of sustainable competitive advantage (Session 1)
- Making people a source of sustainable competitive advantage (Session 2)
Key Learning Outcome
- Demonstrate critical awareness, as well as communicate very clear expectations, of leadership behaviours and culture in the organisation that support a climate of performance and risk mitigation.
- Interrogate organizational practices to ascertain the creation of a climate that enables agility and resilience.
- Conduct analysis of organisational and individual performance of the leadership team of organizations in a way that actually makes clear distinctions between lead measures of organizational performance and lag measures in their organisational performance reviews, so that the organization is less reliant on lag measures and thereby more proactive by focusing on what is important to achieving strategic outcomes.
- Discern the differences between Leadership and Management and so able to provide clear distinctions between what is required for leadership delivery that ensures sustainable strategic outcomes and secures the future of the enterprise.