How we run a session

-more detail

We apply experience gleaned from over 200 board meetings. This means we understand the reality
of boardroom dynamics.


We also bring our considerable international experience running companies, and careers built
on applied creativity.


Each of our board mining sessions is tailored to that particular board, based on its needs. However, we do have our own processes to achieve positive outcomes in limited time.

We feel it’s more productive to run through issues at a high level without over-working them as that can lead to getting bogged down. Of course we have several sanity checks during the meeting to test the quality of thinking. If needed, we can always revisit or sharpen thinking at a later date.


We also feel it’s not necessarily important to get 100% approval from all participants. Provided individuals are at least 75% in favour, then we press on.


Stage 1 - We start by consulting with key stakeholders (usually Chair, CEO or both) to get clarity on the business goals for the meeting. Experience has taught us that the stronger and clearer the business goal is, the more productive the board meeting will be. We steer clear of polluting this clarity with boardroom BAU wherever possible. We are quite strict on this.


Then we ask each director, CEO/MD and Chair to answer a few, good questions to establish individual views. These are confidential and not shared, but help to inform our approach.

We plan the session allocating time and goals for each portion of the meeting. This is done to the nearest 5 minutes to keep things strictly on track. We have a number of exercises we can go through to stimulate the group born out of years of experience stimulating and extracting creative thinking from groups.


Stage 2 - The day of the board meeting. We run through the schedule as agreed. We like to remain nimble/fluid through these days. Sometimes issues come up that need further discussion and attention. It is only with the group’s consensus that we deviate from our schedule.


Roles and responsibilities for delivery are then assigned. Timelines, the budget allocated and commitment to man-hours for completion of deliverables are all agreed upon at the completion of the board meeting. We have found that company BAU is the absolute enemy of this process and the highest levels of management need to be seen by staff to embrace a commitment to this focus. Without this support, the deliverables usually will not happen.


Stage 3 A report of the meeting is created with a particular spotlight on the deliverables. This is then circulated to the group and becomes a reference to judge progress against. Agree a follow-up meeting to check progress points. Change or update the plan as needed.