Boards of directors require a laser strategic focus in order to drive long-term organisational success and sustainability. This requires boards to consciously stay at the ‘governing level’, and leave operational
For a board to be truly effective, it must evaluate not only its collective performance but also the contributions of individual directors. Well-structured individual performance appraisals provide directors with constructive
Could you maximise your ad response and visibility? A large percentage of boards recruit directors between April and October, as dictated primarily by timeframes surrounding Annual General Meetings or government
Building an effective board dynamic takes hard work and commitment by the whole board. High performing boards leverage the strength of cognitive diversity amongst their directors. They create an environment
Over the last 5 years we’ve seen increasing trends in corporate governance, namely: greater stakeholder expectations of boards and directors (despite the notion that directors are non-executive and independent) increased
It is often said that whether you are on the board of a not-for-profit (NFP) or for-profit organisation, the same director duties apply. Similarly, whether paid or not, the same
Boards of directors require a laser strategic focus in order to drive long-term organisational success and sustainability. This requires boards to consciously stay at the
For a board to be truly effective, it must evaluate not only its collective performance but also the contributions of individual directors. Well-structured individual performance
Could you maximise your ad response and visibility? A large percentage of boards recruit directors between April and October, as dictated primarily by timeframes surrounding
Building an effective board dynamic takes hard work and commitment by the whole board. High performing boards leverage the strength of cognitive diversity amongst their
Over the last 5 years we’ve seen increasing trends in corporate governance, namely: greater stakeholder expectations of boards and directors (despite the notion that directors
It is often said that whether you are on the board of a not-for-profit (NFP) or for-profit organisation, the same director duties apply. Similarly, whether
Discover some of our key tips for aspirant non-executive directors on how to best position themselves, as well as other information which might be useful to those seeking board roles.
Having read thousands of director resumes, our Board Recruitment Specialists have put together a cover letter and CV template for aspiring directors to best position themselves for board roles.
Use this template to help you map your career journey by identifying mentors, contacts, and goals. Ideal for aspiring and current directors developing and visualising their board portfolio.
Directors Australia acknowledges the First Nations people of the lands on which we work. We honour and respect their Elders past, present and emerging, and especially recognise that these lands have always been places of governance, leadership and decision-making.
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