When I teach executives how to write board papers I often
start the workshop with the clichéd image of a student cramming for exams.
Books and folders piled high on either side of the desk, the message is clear -
this person is overwhelmed and unsure of where to start.
This is the image I want workshop participants to remember
when they’re writing board papers. I want them to think about their audience
which is probably the most difficult group in the organisational structure to
write for, and to present to.
Many company directors serve on multiple boards. This means
that every month or so they are required to prepare for the next board meeting
by reading, absorbing and annotating their board papers. Whether their
companies are providing board papers in hard copy or electronically, the impact
of volume – and especially unnecessary information – is the equivalent of the
student buried under a pile of books.
If it’s unclear why they’re reading the paper – is it for noting, for decision, for information? – the director will become frustrated or worse. One public company engaged me to run a workshop over four days with 30 executives after a director expressed his feelings about the quality and standard of management’s abilities in one very rude word written across the cover page of a returned board paper.
Writing a board paper is the ultimate test of being able to argue well, present facts accurately and logically, and to persuade an audience of seasoned and experienced business people to support a proposal.
Delivering a board paper that is poorly composed, dotted
with typos, grammatical errors and spelling mistakes, over-written and lacking logic and
supporting evidence is not the way for management to gain the approval and
support they’re after.
Ann-Maree, you make an interesting point. The latest High Court case on James Hardie last Thursday (3 May 2012) has highlighted some board practices that are unacceptable. The case can be found at: http://www.austlii.edu.au/au/cases/cth/HCA/2012/17.html
ReplyDeleteIt is interesting that minutes of board meetings are meant to reflect the truth, not what management wants them to say.
The case has a simple outcome, the non-executive directors are in breach of their duty of care for putting out a misleading statement (media release to the ASX). The executive director (company secretary & general counsel) was also in breach for failing to properly inform the CEO and board! I put out a media release (http://www.uws.edu.au/newscentre/news_centre/more_news_stories/asic_wins_against_james_hardie_directors_in_the_high_court) which was used by the Wall Street Journal - so it must be true.
The case has complex elements and the penalties have been sent back to the NSW Court of Appeal - so there is still more to be learnt by all boards!