Identify the failure points in effective boards and governance most likely to cause loss, and control them first.
Building Effective Boards of Directors and Improving Corporate Governance
Practical training in effective boards and governance, grounded in real cases and applied to your own operation.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When effective boards and governance is unclear, people default to protecting their own function. Teams read what their leaders tolerate on boards and governance far more accurately than what their leaders announce. The professional literature on this part of organisational leadership converges on a small set of controls that reliably work. The programme works equally well for those formalising effective boards and governance for the first time and those improving an existing approach. Teams frequently over-invest in documenting the wider organisational leadership agenda and under-invest in testing it. Cases are chosen to expose the trade-offs in boards and governance rather than to illustrate ideal conditions. Participants leave with a method for effective boards and governance, not a set of opinions about it. Participants finish able to explain boards and governance to a non-specialist audience without losing precision. The closing exercise tests whether the participant's plan for this strand of organisational leadership survives a hostile question.
Expected Learning Outcomes
Judge when to escalate boards and governance and when to absorb it.
Resolve conflict about effective boards and governance without leaving residue.
Communicate the purpose of boards and governance to those who have to comply with it.
Document decisions about effective boards and governance in a form that remains useful after the people change.
Develop successors capable of running boards and governance without you.
Review your own performance on effective boards and governance as rigorously as you review others'.
Who Should Attend
Executives leading multi-function programmes involving effective boards and governance.
Operations staff who encounter the consequences of boards and governance directly.
Board members and non-executives overseeing effective boards and governance.
Project and programme managers whose success depends on boards and governance.
Public sector managers applying effective boards and governance within institutional constraints.
Technical staff being prepared for supervisory responsibility over boards and governance.
Course Modules
Effective boards and governance: delegation, trust and accountability
2 sessions · 8 pointsSession 1The decisions in effective boards and governance that cannot be delegated
- Assess the workload effective boards and governance adds and what you will remove to make room.
- Write down the reasoning behind your position on boards and governance.
- Record what was learned when effective boards and governance did not go as planned.
- Compare the cost of boards and governance with the cost of its absence.
Session 2Reading the current state of boards and governance honestly
- Identify which function can quietly block effective boards and governance and address it directly.
- Reduce the variation in how boards and governance is carried out between teams.
- Assign responsibility for keeping documentation of effective boards and governance current.
- Decide what you will delegate on boards and governance and what you will not, and say why.
Boards and governance: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Getting other functions to support boards and governance
- Set the decision rights on effective boards and governance: who decides, who is consulted, who is told.
- Review a past decision on boards and governance and state honestly what you would change.
- Recognise publicly one person whose work on effective boards and governance went unnoticed.
- Agree the standard on boards and governance and confirm it applies to everyone.
Session 2The meeting that finally unblocks boards and governance
- State the outcome expected from effective boards and governance in a single sentence anyone can repeat.
- Decide what will be stopped to create capacity for boards and governance.
- Name the person accountable for each part of effective boards and governance, not the committee.
- Define acceptance criteria for boards and governance in advance.
Boards and governance: influence across functions you do not control
2 sessions · 8 pointsSession 1Building someone who can run boards and governance without you
- Identify your successor for effective boards and governance and the gap they need to close.
- Decide the point at which you would escalate boards and governance.
- Set out how exceptions to effective boards and governance are requested and approved.
- Build the internal briefing that explains boards and governance to those affected.
Session 2Deciding on effective boards and governance when the information will never be complete
- Check whether incentives anywhere reward behaviour that undermines effective boards and governance.
- Review whether boards and governance is aligned with the objectives of the management team.
- Agree the smallest change to effective boards and governance that would be visibly useful.
- Prepare the summary of boards and governance that senior management will read.
Boards and governance: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Applying the standard on boards and governance to your best performer
- Benchmark the organisation's effective boards and governance against comparable operations.
- Close out actions on boards and governance rather than leaving them open indefinitely.
- Agree what will be standardised in effective boards and governance and what will not.
- Prepare how you will respond when boards and governance is challenged publicly.
Session 2Holding the line on boards and governance when it costs you
- Identify the conversation about effective boards and governance you have been postponing, and schedule it.
- Test whether the team can explain boards and governance in their own words.
- Write down the assumptions underpinning the approach to effective boards and governance.
- Rehearse the briefing on boards and governance that would follow an incident.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.