Prof. Colin Coulson-Thomas
Too many boards are an assembly of impressive individuals rather than an effective team according to Prof. Colin Coulson-Thomas speaking to corporate leaders in New Delhi and at the Bombay Stock Exchange. His consulting work with boards has revealed that: “A group of outstanding individuals does not necessarily constitute an effective board. Board performance depends upon the interaction of particular people and personalities in the boardroom context.”
Membership changes can alter the chemistry. Coulson-Thomas finds: “New directors tend to be selected to complement the qualities of existing board members and improve a board’s operating dynamics. The preferred candidate might be the individual who best balances the team, rather than the person who is technically the most proficient. The deficiencies of individual directors can often be compensated for by contributions of other board members, allowing people to play to their strengths.”
The author of ‘Developing Directors’ believes: “Good direction is often about thinking rather than doing. Aspiring directors should really understand the difference between being a professional, a manager, an owner or shareholder and a director. Each of these roles can involve a particular perspective and certain responsibilities. People need to be alert to potential conflicts of interest.”
To be effective in the boardroom, a director must command the respect of colleagues. Coulson-Thomas explains: “Being an effective team player helps. Development activities should focus upon honing and demonstrating strategic awareness and perception, thinking, decision making, communication and inter-personal skills.”
Coulson-Thomas suggests: “Directorial ambitions should be made explicit in performance reviews and personal development plans. Preparation for a particular boardroom requires an understanding of the business environment, the specific company’s situation including how its directors are selected, appraised, remunerated and developed, how the board operates and the contribution a new director is expected to make.”
Specific directorial requirements will depend upon the corporate context and a board’s ambitions. Coulson-Thomas explains: “The nature, structure, composition and operation of a board should reflect the challenges faced by a company and the opportunities available to it. Those seeking to join a particular board should aim to fill gaps in the experience, knowledge and skills of existing members.”
Over 4,000 organisations from smaller firms to major corporations and Government bodies have participated in a research programme led by Prof. Coulson-Thomas which has identified critical success factors and successful approaches to the challenges faced by directors and boards. His book ‘Developing Directors’ explains how reservoirs of latent potential can be tapped by director and board development.
‘Developing Directors’ addresses a desire for better board and corporate performance as well as contemporary concerns over corporate governance standards. The book identifies the knowledge, skills and personal qualities required by directors and defines the competent director and the effective board. It looks at the route to the boardroom, how to become a director, and how directors are and should be prepared.
Developing the boardroom team, evaluating board performance and practical next steps are also considered. ‘Developing Directors’ is packed with exercises and checklists which have been specifically designed for boardroom participation. For those concerned with understanding and addressing the fundamentals the book also examines the development challenge, the roles of directors and boards, the distinction between direction and management and factors affecting team work in the boardroom.
Developing Directors is written for chairmen and directors, consultants and trainers charged with the task of developing dynamic boardroom teams. It draws upon the author’s experience of working with directors and boards, and provides practical advice on identifying and developing the qualities, competencies, and approaches needed for greater directorial contribution, board effectiveness and corporate success.
’Developing Directors, a handbook for building an effective boardroom team’, by Colin Coulson-Thomas (ISBN 978-1-872980-
The half day sessions on increasing board effectiveness being delivered by Coulson-Thomas are being held at the SCOPE Convention Centre in New Delhi and the Conference Room of the Bombay Stock Exchange. Prof. Coulson-Thomas will also be speaking to the 18th World Congress on Total Quality while in New Delhi
Information on twenty five courses for directors and boards on particular activities that are vital for corporate success is available from Prof. Colin Coulson-Thomas who can be contacted by email: colinct@tiscali.co.uk and via http://www.adaptation.ltd.uk
The approaches of successful directors and boards are discussed in ‘Winning Companies; Winning People, the differing approaches of winners and losers’ by Colin Coulson-Thomas (ISBN 1-904235-58-
Information about other books and reports by Prof. Coulson-Thomas can be found on http://www.ntwkfirm.com/
Professor Coulson-Thomas, an experienced chairman of award winning companies has helped over 100 boards to improve board and/or corporate performance and spoken at over 200 national and international events in 35 countries. He is a member of the Professional Accreditation Committee and Board of Examiners of the Institute of Directors and the ACCA Governance and Risk Management Committee and can be contacted by Tel: 00 44 (0) 1733 361 149 or email: colinct@tiscali.co.uk and via http://www.adaptation.ltd.uk
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