We were twelve in number – six executives and six non-executives – and we had spent the last five hours in a spacious conference room in Vauxhall, on a hot and humid June afternoon, discussing aspects of the company’s strategy for the next three years. As the meeting came to an end, and the prospect of dinner together at a nearby Eritrean restaurant came into view, as Chair of the meeting, I brought the formal proceedings to a close. “Let’s take a few minutes”, I said, “before we leave for our meal, to decompose”. My words provoked some amusement among my colleagues: “Do you mean decompress?” “Do you want us to turn to compost?” On the contrary, I had meant exactly what I had said. At the start of a Board meeting, each attendee should compose themselves, making ready to come together as a group to do the difficult work of governance; at the end of the meeting, each should feel free to decompose, to return to their constituent self, and allow time for individual relaxation and rest.
“What do you do at Board meetings,” one of my friends asked me recently, “apart from eating sandwiches?” In the boardroom, as elsewhere, there is no such thing as a free lunch. Governance is a specialised form of work, and to do it well takes lengthy preparation time, high levels of concentration, the employment of good listening and discursive skills, and the ability and willingness to develop collective recommendations in a constructive and collegiate manner. This is not easy work and should be undertaken with the serious and responsible mindset that the task demands. The Board is ultimately responsible – legally and morally – for the oversight of the company, the effective deployment of the resources at its disposal, and for securing the interests of various groups of stakeholders, including investors, staff, customers, suppliers, and the wider community. Good Board meetings require all participants to come to the table primed and prepared to do this work.
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