Answer structures for each Q Flashcards
(23 cards)
25 - Discuss requirement for personal resilience of CoSec and members of the board, commentary on how to build resilience
- What is resilience
- The resilient CoSec
- The resilient board member / individual
- Application to the scenario
- Resilience models (and their use)
– Southwick and Charney’s ‘Resilience Prescription’
– Robertson and Cooper’s ‘i-resilience’ model - 4 core pillars to building resilience (physical, cognitive, humanistic, social)
- Application to the scenario
13 - How can a resilient board be built?
- What is resilience
- Application to the scenario
- Southwick and Charney’s ‘Resilience Prescription’
- 5 additional challenges faced by directors
- Robertson and Cooper’s ‘i-resilience’ model
- Robertson and Cooper’s six essential conditions of well-being for a ‘well Board’
25 - Discuss how team coaching can support board & the specific approach that should be taken in respect of scenario
- What is team coaching and what are the various types?
- Define one-to-one coaching
- The case for it and strengths
- The coaching mindset & building coaching relationships
- 5 types of effective coaching questions
- Coaching trends
- Define mentoring
- The case for it and strengths
- 4 mentoring styles
- Mentoring trends
- Define systemic team coaching
- The case for it and strengths
- Peter Hawkins’ 5 disciplines
- Define facilitation
- The case for it
- Skills and interventions (6)
- Aids (5)
- Choose specific type to apply (probably one-to-one)
- Application to scenario
*if one-to-one - 4 core skills
- GROW framework
- Lots of application
25 - discuss meaning and purpose of coaching, content of a programme, structure
- Discuss meaning and purpose
- Application to scenario
- Structured approach to coaching
- GROW model
- 5 types of effective coaching questions
- Application to scenario
10 - Within context, analyse the role of CoSec as cultural diplomat with reference to at least one cultural difference
- Cultural diplomat
- 3 types of cultural differences (organisational, sector, country)
- Zone in on one (probably company/organisational culture)
*if company culture
- Deal and Kennedy’s 5 cultural elements
- Deal and Kennedy’s 4 cultural types
- Evidence of org culture (good or bad)
- Application to scenario
25 - Evaluate how general concepts of culture could be used to understand cultural differences that exist in the Board
- What is culture and boardroom culture
- Two dimensions of Board culture
- Application to scenario
- Deal and Kennedy’s 5 cultural elements
- Deal and Kennedy’s 4 cultural types
- Application to scenario
25 - Assess at least 4 leadership styles & suggest how leadership abilities as CoSec could assist in strategic improvement
- What is leadership and how this differs from management
- Leadership styles and how they are useful
For each leadership style
– Define
– When is it effective?
– What is it ineffective?
– Link to scenario
(rinse and repeat)
- Leadership opportunities for CoSec (think invisible, smart power)
25 - 2 formal frameworks of leadership influence that could be utilised & informal techniques that could be used to influence
- Heaths’ SUCCES
- Application to scenario
- Cialdini’s ‘persuasion’ and ‘presuasion’
- Application to scenario
- 5 informal techniques (building relationships, networking, acting politically, storytelling, challenging)
- Apply each to scenario if possible
25 - Describe idea of CoSec as invisible leader and comment on main leadership styles CoSec can employ
- Invisible leader
– define
– three dimensions of power
– how can smart power be leveraged
– when is smart power often used in practice - Application to scenario
- Leadership styles and how they are useful
For each leadership style
– Define
– When is it effective?
– What is it ineffective?
– Link to scenario
(rinse and repeat)
25 - Advise chair on talent management, taking a more considered and rigorous approach
- Elements of talent management
- Perspective on talent
- NED / director competencies
- How the chair should proceed
(application to scenario throughout)
25 - Outline purpose of board and director performance evaluation and management, and how it would be conducted
- Board and Director evaluation
- Performance assessments
- Effectiveness (how effective is the director)
- Development needs and plan (following identification of gaps in effectiveness)
- Alignment with remuneration
- Building the performance asessment programme
15 - discuss process of recruiting two NEDs, and considerations in creating a balanced board
- Recruitment (talent management process)
– Talent identification
– DD process
– Competency-based interviews
– Vetting process (CV checks, etc.)
– Nomination and appointment - Balanced boards (women, BAME, NEDs, etc.)
15 - Discuss areas of board induction in light of strategic goals
- Importance of induction
- What a board induction includes
- Influence of strategy on induction
- Systemic approach
15 - Assess different types of diversity, and intended impact of diversity on board dynamics and performance
- Growing importance and need for diversity
– Need to comply with Code (or follow it as best practice)
– Stakeholder desires - Mannix and Neale’s (2005) framework
– Social category difference
– Differences in knowledge and skills
– Differences in values or beliefs
– Personality differences
– Organisational/community status differences - Business case for diversity (advantages)
10 - Analyse diversity of scenario’s Board & discuss developing a diversity mindset
- Analyse scenario
- Issues with not developing diversity mindset (bias / micro aggressions)
- Actions to be taken to develop and promote diversity mindset
12 - Describe personality differences at play on board, referencing applicable frameworks
- Big Five Personality Traits
- Relevance and importance of the above
- Application to scenario
- MBTI
- Relevance and importance of the above
- Application to scenario
25 - Discuss technical components of board demographics, comparing relationship between 3 Cs of demographics, and any other relevant board attributes, and how these might enable effective BD
- Board and individual director demographics
– Application to scenario - Theory and perhaps falsity that demographics almost guarantee good governance
– Application to scenario - How demographics influence dynamics
– Application to scenario - Capacity
– Application to scenario - Capability
– Application to scenario - Link attributes to capability
– Competence
– Commitment
– Character
– Application to scenario - Connections
– Application to scenario
25 - Briefly explain four categories within technical/board group quadrant of 11 Cs model of CG & analyse how gov structure and behavioural dynamics are hindering boardroom effectiveness
- Summarise 11 Cs model
- Technical/board = board structures
- Basic set up considerations
- Chair set up considerations
- Director set up considerations
- Board tasks considerations
(refer to case study ideally after each section, trying to comment in behaviours (though the link to board structures quadrant is so tenuous))
25 - Prepare a paper on types of cognitive bias and outline some routes to mitigating bias when making decisions
- Cognitive bias
– What is bias?
– Bias as an issue for boards
– How does bias arise? - Application to the scenario
- Types of bias
- Application to the scenario
- Mitigating bias
– Kahneman, Lovallo and Sibony’s 12 question checklist
– Benefit of following checklist - Application to the scenario
15 - Discuss 2 evidence-based decision-making approaches that could aid Board
- Evidence-based decision-making
– Evidence sources
– 6 As - WRAP framework (Chip and Dan Heath)
– Application to the scenario - Badaracco’s complex decision-making
– Application to the scenario
25 - evaluate culture against that of a ‘learning board’ concept, considering 4 dimensions & align this with the Chait culture framework
- Culture
– Definitions - Learning Board culture
– What is a learning board?
– 4 functions - Application to scenario
- Chait’s culture framework
– 2 parameters
– 4 types - Application to scenario
25 - Discuss culture against 4 types of culture coined by Pearce and Zahra, giving suggestions for best type for this Board, and steps to become that
- Culture
– Definitions - Pearce and Zahra’s model
– 2 parameters
– 4 types
– Conclusions from study - Current Board culture and proposed steps
13 - Describe how interactions and conversations can be a representation of the current boardroom culture, including verbal and non-verbal comms and references to the Board
- Interactions and conversations
– What are they
– Impact and relevance to BD - FRC’s 9 key attributes of a healthy culture
- Application to scenario
