An organisation’s relationship with the environment and impact upon it can be the result of a variety of activities. These could range from how its products are produced and distributed – and how customers use them — to the patterns of work adopted by its employees. Changing environmental impacts may require altering the behaviours of a number of groups of people, including external stakeholders such as suppliers and business and channel partners. It may also result in cutting costs and consolidate debts. You can apply for a debt consolidation loan. Means need to be found of engaging and helping them.
Awareness of environmental impacts and responsibilities among corporate leaders and agreeing environment management goals, objectives, strategies and policies are sometimes seen as first and last stages of a governance process. Yet outside of the boardroom, little if anything, may happen, unless practical steps are taken to share an environment management vision and ensure that people are equipped to implement it.
Directing and enabling Governance and the work of boards have traditionally been concerned with providing uncertain and changing context they may be a necessary but not a sufficient condition for sustained success.
The name of his book sums up the purpose of the change of focus of ‘new management’, which is about high performance and delivery today, as much as getting in place the capability to hopefully cope with an uncertain future.
Important though many ‘traditional’ activities of boards are ‘new leadership’ looks beyond them. It also embraces assembling the knowledge, financial and other resources that may be required to implement them, and ensuring that the right processes and tools are available to ensure relevant resources are effectively applied to what an organisation is setting out to do (Coulson-Thomas, 2007a, 2012a and b).
The measurement of board effectiveness has been considered problematic (Allen et al, 2004). One possible criterion is the extent to which a board ensures that the people of an organisation are equipped to do what is expected of them, and those it wishes to help — including customers and users of an organisation’s products and services – are enabled to help themselves. Non-executive directors could question the extent to which performance support is provided to employees and other stakeholder groups.
Filed under: Leadership