On effectiveness: How is your board tracking?

Whether or not one is consciously aware of it on a daily basis, time marches inexorably on. Indeed, 60 per cent of 2017 is now consigned to history.

That time marches on is a healthy reminder of the value of ongoing reflection, especially at the board table. It's really important for boards to understand and respond to actual performance in the context of agreed strategy, and to nip any variances in the bud early. To that end, how is your company tracking towards goals established for the year? And how is your board performing? Here's a few questions to kick start the board's reflections:

• Is the company's approved strategy being implemented as expected?
• Are the expected results being achieved?
• Are the expected benefits being realised?
• How effective has the board itself been in both fulfilling its duties and adding value?

Beyond these questions, it may be helpful to think slightly more broadly. Earlier this year, I wrote several articles (below) to highlight some of the challenges that directors said they had struggled with 2016, none of which are independent from the questions above. As several boards have been in touch recently to discuss points mentioned in the articles (thank you), it seems appropriate to re-publish the links, as a resource for other boards reflecting on company performance and board effectiveness.

• The pursuit of value, risk and accountability
• The distinction between governance and management
• The state of corporate governance and usage of the term
• Reaching for the 'reset' button
• The strategic board