The good and bad of board appointment processes
It’s not often the words Carlton Football Club have been used in a positive sense these past six or so months, just as things seldom get cloudy and a tad inclement for the ‘beautiful one day, perfect the next’ sunshine state of Queensland.
But that has seen a change in recent times, at least in the world of governance and more particularly when it comes to the processes followed when making board appointments.
When female director and Sex Discrimination Commissioner Kate Jenkins resigned from the Carlton board in July citing the increased demands of her commissioner role which made it impossible to do justice to both positions, the Carlton Football Club decided that, as an AFL football club, they needed to retain the board’s gender diversity. Continue reading
Taking the hit and miss out of board elections
Elections, by their very nature, carry the risk of the wrong people getting up, in companies, as much as politics.
After all, when board member positions need to be filled there is a process to be followed.
— Governance Matters (@GovernanceMatt) May 1, 2018
Under the constitution, the organisation will call for nominations, interested parties will put up their hands, they will embark on a campaign to whip up support from the other members and might go on to win a seat on the board.
It’s very hit and miss, with no guarantee that the person elected adds value by bringing the skills the board so desperately seeks at that particular juncture in the organisation’s life.
In short, such an approach is a long way off best practice.