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HEADS TOGETHER (AUSTRALIA) MANAGEMENT AND
GOVERNANCE SERVICES
The conventional definition of
management is getting work
done through people, but real
management
is developing people through work.
- Agha Hasan
Abedi
Expand/collapse the lists below
by clicking on the headings
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Start at the top with sound governance
and management
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Management and governance are under scrutiny more than ever
before. You might be filling in all
the forms, ticking off all the checklists, and still not be able to
confidently claim that you have sound corporate governance.
Governance can just be another puzzle. |
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HEADS
TOGETHER helps you get the pieces together. |
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We work
towards building successful working relationships between managers/CEOs
and boards of governance. |
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We work
to clarify the respective roles of governing boards and top
management. |
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We work
with individual managers/CEOs, boards or both in cooperation to
ensure that each respects the other's role. |
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| Board &
Management Responsibilities
| The division of responsibilities
between board and management is not always fully understood. While
the distinction might not be clear in every situation, in general
the board should be concerned with the larger context in which an
organisation sits, while management needs to be given the
opportunity to concentrate on the day-to-day operational details. |
| In practice, the division of
responsibilities varies greatly depending on the individual
circumstances of an organisation. For example, although determining
strategic direction is often quoted as a function of a board, in
practice management may provide significant input to this process.
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| Manager
Development
| A manager needs to learn to manage
herself or himself. |
| Managers need to be alert to the
threats and opportunities that affect the unit that they are
responsible for, whether it is a section, department, division,
business or company. |
| Managers necessarily work with and
through people: enlisting commitment, building and maintaining a
team, balancing favours and network-building. |
| Good managers cope with the problems
and changes that come at them. They are also trying to improve
things and on the alert for opportunities to promote change. |
| The nearer to the top of an
organisation, the more essential it is for a manager to think
strategically about the future. |
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| Board
Development
| Boards operate in very different ways
depending on many factors including the size of the organisation,
its stage of development and the particular industry or service it
is aligned with. |
| A board's primary focus should be in
two key areas that need to be in balance: |
| compliance - ensuring the organisation
complies with its statutory and policy obligations for external and
internal purposes, |
| performance - ensuring the organisation
develops and implements strategies and supporting policies to enable
it to operate profitably or provide member/shareholder services into
the future |
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Testimonials
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Education Manager, Registered Training Organisation
Thanks very much for the way you facilitated yesterday's
activity - I was greatly impressed with the way you handled it
(..... wanted to convey her appreciation as well.)
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Director, executive consultancy
Bruce is very skilled at researching complex issues
in a variety of policy contexts and drawing out the most productive
options, supported by relevant evidence and making recommendations for
action based on extensive experience, and has great skill at bringing
together people of varied backgrounds to work on effective
implementation. |
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President, not-for-profit organisation
[Bruce's] advice ...has been most important and [his] professional knowledge
on governance issues and fundraising has been very helpful. [His]
contribution did much to educate Board members about their important
responsibilities and ensured that more thought is given to Director's
duties. [Bruce's] comments concerning Board membership and expertise on the
Board will be in our thoughts when recruiting future Directors. |
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Board Chair, not-for-profit organisation
[Bruce was] a strong and effective contributor to the Board's deliberations
during a significant time for organisational micro-reform,
restructuring and developing financial security. |
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CEO, not-for-profit organisation
Bruce's work ensured we started on a productive path, and laid
the foundations for the solid policy and planning work ahead.
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Director, not-for-profit organisation
Bruce assisted the Board of the
Creative Ministries Network 'pro bono' to commence a process of
strategic planning. Bruce listened carefully to my briefing of our
key concerns and issues, and offered the Board a simple and coherent
framework to start our strategic plan. The core elements of that
framework are still evident five years later. |
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Board Chair, primary health
care
Even though [Bruce] did not hold
an official [executive] office, I was very pleased to have someone I could
talk issues over with and receive a supportive response and sound advice. I
was also very appreciative of [Bruce's] commitment and participation at
Board meetings. If it had not been for [Bruce] and one other member
recently, I am sure the Board meetings would not have progressed far on any
issues. |
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University Dean
Bruce's reliability and ability
to deliver desirable outcomes quickly became apparent. He has the necessary
abilities to co-ordinate major projects, to negotiate effectively, both with
subordinates and with senior staff and also with high-level executives in
industry and government. |
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CEO, not-for-profit organisation
[We have appreciated Bruce's] skills and talents over the years.
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HEADS TOGETHER
Strategic Planning
Facilitation
Qualified Industry
Standard Group Facilitator:
Certificate IV in Assessment and
Workplace Training (Melbourne)
20 years of experience.
Based on state-of-the art concepts and
current research.
Click on the logo below for more Award details
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