Successful organisations are typically led by strong chief executives but when this ‘strength’ veers towards a dominant style, unhealthy board dynamics often ensue.  Michele Gorgordian explains that this highlights the importance of good dynamics and a constructive relationship between chair and chief executive, and that this means an effective chair that orchestrating proceedings is essential.  Without this, there will be substantial governance risks.

The diversity of a board increases its ability to spot opportunities and get on top of risk, says Michele Gorgodian. In these volatile times, this diversity is all the more important. Chairs of boards have a key role to play in board composition and selection, and there are evident risks involved in appointing new board members through personal contact - surprisingly, this remains prevalent according to recent research. The left-field thinking which diversity brings, therefore, is essential to allow boards to grasp complex risks beyond traditional patterns and dependencies.