Viewing governance as a work in progress

Enterprise Care continually emphasises to Boards and Directors that Governance is a work in progress. Any Director who is not in “ongoing governance training” is not a practicing professional Director.

The professional Director is rightly neither complacent nor totally satisfied with their governance performance. This approach means the Director is always striving to properly contribute to the governance needs of the organisation.

Whether the Director is asking the right questions or addressing the critical issues, must be foremost in their mind.

At least from the outside, it is possible to ask whether the right questions were raised or the critical issues addressed concerning the Haiti Earthquake appeal.

Why were there so many Australian charities all attempting to get their voice out there? Why were there so many messages – in some cases the same message coming from different charities? Was this a competition or a concerted effort to facilitate a benefit for those in need?

How many of the Directors asked and maybe “demanded” their organisation join with others and present a shared message and presence in Australia?

In a totally different example, The Wilderness Society has attracted much publicity lately but for all the wrong reasons.

Again, from afar, one can ask whether there has been complacency in their governance practices? How can an organisation’s Governance reach a point where the organisation itself creates internal friction and disagreements on a substantive scale?

Surely this is not simply a matter of bad luck!

As a Director, let’s not get caught up in specific examples, rather reflect on whether we view our governance role as a work in progress!

In Enterprise Care’s view, this is a critical priority for Directors as well as Boards in 2010. It is worthy to be placed on the Board agenda and discussed, albeit briefly, at each meeting throughout 2010.

Damien Smith
Managing Director