The Inside Track on Building a Great Board

Authored by Robert Leeming, Editor , Criticaleye

With the World Cup upon us, there’ll be plenty of examples to see where teams get the balance right and others where they go horribly wrong. Just like a football squad, a boardroom team has to be balanced. Criticaleye asked senior business leaders what it takes to build a winning board.

Key points include

It is really important to recognise the skills needed in the boardroom. Keep a scorecard of what you think your business needs are and then rate each individual director, executive or non-executive, against those skills.
Diversity of thinking is crucial for boards that are grappling with disruption to their business models from technology and new competitors.
When you are looking to appoint new board members you should ask recruiters to see a list that features the widest range of candidates possible.
A good board will be able to think in the long term. In order to do this, it is important to put together a group of people who can offer a sense of longevity.

Contributors

John Allkins, NED, Renold Group
Alison Bennett, Relationship Manager, Criticaleye
Tim Kemp, Director, Warren Partners
Vanda Murray, Chairman, Fenner
Mark Winlow, Non-executive Chairman, Personal Group

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Contributors

John Allkins
Non-executive Director
Renold Group plc

Mark Winlow
Chair
Redwood Bank