There is no one recipe for having a high-performing Trustee Board. Our view is that it requires a combination of “hard” components such as robust structures, clear roles & responsibilities, and good quality processes and administration; as well as “soft” components including Trustees with the right competencies, a capable Chair who has a healthy relationship with the Chief Executive and a culture of enthusiastic discussion / effective decision making.  Julia Unwin developed behavioural roles to demonstrate this point saying it was all very well to have the skills, but you also need people who will pose different questions and play different roles such as: peacemaker, challenger, history holder, fixer etc.

Caron Bradshaw, Chief Executive of Charity Finance Directors Group said on 1st August 2011 in the Guardian that: “Pretty much every charity, regardless of size and sub-sector, and every type of senior charity staff I’ve spoken to, can give an example of poorly functioning relationships between Board and executive.  Board effectiveness, the importance of balanced skills and personalities, and the need for good communication between board and executive is an issue that is often discussed. But getting the balance right does seem to be a really tricky task.”

Our experience as Trustees, working with Trustee Boards as customers, and taking into account the challenges and pressures facing many charities in 2012, is that it is simply not enough to recruit new Trustees in isolation.  Simply recruiting new Trustees is likely only to have a limited impact when there are so many other factors influencing Board effectiveness.

We offer a holistic approach which will help your Trustee Board to recruit the right Trustees with the right soft skills, as well as at the same time help existing Trustees to maximise their effectiveness.  Our service is particularly relevant if you are considering these questions:

- Is our Trustee Board missing important skills or lacking diversity?  Are we likely to need to recruit more than one Trustee in the near future?

- Is our recruitment process, appropriate, robust and professional?  How do we ensure Trustee succession and Board continuity?

- Do our Trustees understand their role and are they empowered to maximise their contribution?  How effective is our Trustee induction?

- Are our expectations of Trustees clearly articulated? Are our Trustees performing?  How do we appraise them?  Do Trustee Board behaviours reflect organisational values?

- Can the Trustee Board function better as a team? Are personal relationships on the Board, or between the Board and Executive, holding our organisation back?

- How effective are our Board meetings? How effective are communications between Trustees outside of meetings?

Peridot Partners can help you to answer these questions, develop appropriate solutions and leave you with and a clear plan and robust processes for the future through the following process:

Stage 1 – Diagnostic Review

- Review the role and contribution of all Trustees individually.

- Review the effectiveness of the Board as a collective.

- Review the current diversity of the Board and undertake a skills audit to analyse how this may be impacting performance.

- Review of the relationship between the Board and Executive team and the Chair and Chief Executive.

- The focus is on efficient working, e.g. effectiveness of communications, quality of working relationships and the extent to which behaviours are reflective of organisational values.

Methodologies for the diagnostic review will include:

- Confidential semi-structured telephone interviews with Trustees, Senior Management Team and Stakeholders. This may also include focus groups.

- Board meeting observation/s.

- Desk-top review of relevant literature and documentation.

Stage 2 – Recommendations

- Presentation of findings with a facilitated discussion on future actions.

- Submission of a formal report with final recommendations. This will provide absolute clarity on skills and personal characteristics of new people required and recommended actions / interventions required for improving overall Board effectiveness.

Stage 3 – Action Recommendations – Recommended actions will be fully costed and may include:

- Recruit new Trustees (to address diversity and skills deficits).

- Facilitation of Team Development (Trustees & Executives) using Myers Briggs or similar.

- Session on clarifying good governance / Trustee Duties / Role of Board.

- Develop a succession plan, recruitment and induction strategy / process.

- Design / develop an efficient Board appraisal and development system to monitor continuing effectiveness of the Board, individually and as a whole.

For more information please contact Grant Taylor, Partner:

Office | 0207 866 5455, Mobile| 07958 690184 or Email  | grant@peridotpartners.co.uk