What we got up to in our last event
How to build a high-performing board
Our Industry Insights event shone a spotlight into what makes a high performing board. Joined by experts from across the governance industry, we delved into what a high-performing board looks like, the role of the Company Secretary and how changing governance trends are shaping the future of high performing boards.
The agenda
Hosted by IDEALondon, we welcomed speakers from across the Governance industry to explore what makes a high-performing board. Joining moderator Maddie Scrafton, was Sarah Thomson, Former Interim Group Secretary, Tesco, Sarah O’Reilly, Deputy Company Secretary, St James’ Place and Neil Alderton, Partner, Lintstock. The discussion was followed by a lively Q&A.
Industry Insights: Building a high-performing board
Key talking points
How must boards adapt to macroeconomic contexts?
High-performing boards must recognise that governance cannot be static. In a time of crisis, they must tighten oversight and focus on building resilience. However, in periods of strong performance, they can adapt and become more fluid and strategic. This agility in response to economic shifts ensures that decisions remain relevant and effective.
What are the three traits of a high performing board?
Our panelists highlighted their experience and practice in defining key traits of a high performing board. Strong Company Secretary support, robust succession planning and healthy board-CEO relationships can create the foundation for better operations, informed decision-making and long-term stability.
Why must Governance be dynamic and inclusive?
Boards thrive when governance structures evolve with business needs. This means that they must be dynamic. A dynamic board will invite external expertise on emerging issues such as sustainability or AI, while ensuring that diverse perspectives are represented. This inclusivity will strengthen strategic direction and stakeholder trust.
How can the Chair set the tone?
The Chair’s role extends beyond agenda-setting. By shaping how discussions are conducted, they can enable constructive challenge, ensure clarity of purpose and foster flexibility. A Chair who balances authority with openness can drive the effectiveness of a board.
How can a CoSec become a strategic enabler?
The modern Company Secretary is more than just an administrator. They can act as conduits between executives and the board, discreetly advising leaders, coaching presenters and ensuring risks are surfaced. Their influence lies in enabling transparency, succession planning and regulatory compliance.
What are the key traits of a high-impact CoSec?
A high-impact CoSec curates the director experience, clearing distractions and focuses on business priorities. They combine calm execution with the ability to challenge outdated practices, while earning influence through judgement, trust and substance rather than visibility.
What can derail a board?
Major disagreements, scope creep and poor NED engagement can impact a boards performance. Left unchecked, these issues erode trust and effectiveness, mitigating derailers by managing information flow, briefing Chairs and sensing early signs of tension across relationships.
How can you future proof your board?
Future proofing requires agility, scenario planning and generalist skills. For boards to future proof, they must be able to respond quickly. This means moving from annual strategy reviews to continuous dialogue, supported by CoSecs who can mobile quickly in a crisis. Being prepared for cyber breaches, geopolitical shifts and other external shifts is essential.
What must Boards remember in financial services?
In financial services, operational resilience and regulatory change dominate the agenda. Boards must balance reduced oversight with opportunity, ensuring they remain vigilant to risks while capitalising on flexibility. Strong governance is critical to maintaining trust in volatile markets.
How can Boards improve their processes?
Practical improvements have lasting impact with standardised paper templates, pre-clearance with committee chairs, director interviews and skills matrices all enhancing efficiency and succession planning. These processes create consistency, sharpen discussions and strengthen board effectiveness across forums.
What did our guests think?
I really enjoyed it. It’s Always interesting to hear the reaction from the way that things are working in boardrooms from company secretaries are there, it’s a really important learning for all of us.
Peter Swabey, Policy & Research Director, The Chartered Governance Institute
It helped me to hear that other people experience similar issues and similar things and that they want to investigate and improve things with best market practice.
Leo Nuttall, Company Secretary, Zempler Bank
Very useful event, really good to hear different perspectives on what people think the role of a CoSec is in helping the board perform at a high level. The key takeaway is that the CoSec is in a privileged position and they’re capable of impacting the way the board works and they are in a unique position in helping the board up its performance if they take it seriously and take the time to really think about how they can help the board perform better.
Luke Thomas, CoSec, Softcat plc
Missed this event?
Don’t worry if you missed this event. We regularly run engaging and insightful events across the Governance space, so keep a look out. Early next year, we’re thrilled to be launching our next Governance Readout breakfast, where we’ll cover changing regulations and initiatives. Be on the look out for our next OpenSpace too, where we’ll be discussing insights vital to CoSec’s navigating their landscape.