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 Search 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.
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
In her role as Directors Australia’s CEO, Kerryn Newton, advises a range of businesses to enhance board and organisational performance through strategy, coupled with best fit governance systems and practices.
“Nature-related risks may increasingly be relevant to both the content of the duty (of care and diligence)… and the objective standards by which directors will be measured when they are
It is widely accepted good practice for boards to undergo regular board performance evaluations. In some cases, this is mandated by regulation or policy. In this article, Directors Australia CEO,
Directors Australia was delighted to be a research partner in the 2024 Australian Board Remuneration Survey. One of our service offerings is non-executive director remuneration advice. Survey data is one
As the regulatory landscape surrounding environmental and social sustainability evolves rapidly, how does a board manage the demands of a wide group of stakeholders? An ESG (environmental-social-governance) approach has been
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
In her role as Directors Australia’s CEO, Kerryn Newton, advises a range of businesses to enhance board and organisational performance through strategy, coupled with best
“Nature-related risks may increasingly be relevant to both the content of the duty (of care and diligence)… and the objective standards by which directors will
It is widely accepted good practice for boards to undergo regular board performance evaluations. In some cases, this is mandated by regulation or policy. In
Directors Australia was delighted to be a research partner in the 2024 Australian Board Remuneration Survey. One of our service offerings is non-executive director remuneration
As the regulatory landscape surrounding environmental and social sustainability evolves rapidly, how does a board manage the demands of a wide group of stakeholders? An
