Whether an experienced, new, or aspiring NXD, understanding and influencing the CEO-Chair relationship and other dynamics on a board is important, both as a NXD but also as you progress to chairing committees and becoming chair yourself.

Thursday 24 October 2019
£400 per session
Ian Marchant; Chair; Wood Group PLC and Thames Water


An effective Board is crucial to help ensure business success. When relationships between the CEO and Chair are strong, the company benefits from having twice as much talent at the top. Each playing a distinct leadership role, and each supporting the other. The board then benefits by having a leader whose primary focus is on governance, maintaining ethical standards, and building the board into an effective team capable of managing everything from routine business to major crises.

But what happens when the relationship is ineffective – when the Chair is too dominant or too weak? Or when the business faces a period of high stress? How does this affect relationships round the Board? What are the roles and behaviours needed by NXDs when this happens, and how do you know if the stress is a threat or an opportunity? The effects on the company and its growth can be disastrous in these situations, but NXDs have a responsibility to ensure the effective working of the Board for the future success of the business.

This session will explore the dynamics of the Board, and how to influence and navigate, as a NXD, challenging and potentially damaging situations, looking at real examples and learning from practical case studies.

Overview of Further Upcoming Sessions

  • 7 November: The Audit Committee
  • 21 November: The Fusion of New Technology with Financial Services – FinTech: An opportunity for NXDs
  • 5 December: The Remuneration and Nominations Committees

For detailed information please see the course outline, or contact Professor John Amis who would be happy to discuss programme content and suitability:
john.amis@ed.ac.uk or +44 (0)131 651 5545

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