The architecture of governance helps in a crisis but it is the values of honesty, transparency, good faith and trust that enables a board to cope when times are hard and to see things through together. A resilient director is one who has developed skills that include the capacity to deal with stretch, the agility to manage complexity and the ingenuity to ensure continuity. He or she is one who is able to provide transformative and adaptive leadership. There is a tendency for boards to busy themselves with board outputs such as policy papers,box ticking on risk management, making relevant disclosures, meeting legal and statutory requirements and cross checking the work of the executive. These may all be very necessary but they do not describe how the organisation gains from these or the way that prosperity will be assured.
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Michael Willis has acted in executive and NXD leadership roles and now teaches and consults at board level for the Institute of Directors in Scotland; Tony O Rourke researches and writes about systems of corporate governance throughout Europe and Michael Fass has worked at a senior level in business and in NGOs and has chaired two UK-wide charities.
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