Module 2 – Leadership and Strategy

LocationDates
Niagara-on-the-Lake, ONMay 30 - June 1, 2013
Niagara-on-the-Lake, ONOctober 24-26, 2013
Niagara-on-the-Lake, ONMarch 20-22, 2014
Niagara-on-the-Lake, ONMay 29-31, 2014
Niagara-on-the-Lake, ONOctober 30 - November 1, 2014

Developing Strategic Thinking

  • Discuss a case study that explores strategic thinking versus strategic planning.

The Strategic Leadership Cycle—Planning, Measurement, Accountability, Communication

  • How can the board collaborate with management to establish a clear sense of purpose, direction, strategy, priorities, and decision-making criteria?
  • Which steps must directors take to fully understand the business model and unique competencies of their corporation?

CEO Succession Planning

  • Examine the importance of the CEO succession planning process and intricacies of the hiring or firing of the CEO.
  • Learn how to balance relations between the board, key stakeholders, and the CEO.
  • Discuss the best practices and different types of CEO succession.
  • Uncover the obstacles surrounding effective CEO succession.

Board Evaluation and Renewal

  • Learn what to do if your company has outgrown its board.
  • Find out how to set effective board and director expectations.
  • Discover how to manage director performance—including identifying types of underperforming directors, the chair’s role in managing director performance, and individual director assessment.

Compensation of the CEO, Directors, and Executives

  • Understand the importance of the compensation committee’s mandate.
  • Clarify the “line” between board and CEO responsibilities for HR oversight.
  • Learn how the board can determine that the compensation for CEOs and directors is appropriate.

IT Governance

  • How does the board ensure that management has a strategic information systems plan in place that is monitored and updated as required?
  • What are the key performance indicators and drivers of the IT department?

Risk Management

  • What is the board’s role in strategy and risk management?
  • What information do directors need to accomplish risk oversight?

Innovative and Creative Problem Solving

  • Identify your unique style and profile in dealing with problems.
  • Learn how to capitalize on the individual strengths of the board team to tackle problems.

In Summary

  • Learn how to collaborate with management to establish a clear, deliverable, corporate strategy in which all board decisions can be anchored.
  • Learn how to select the best mix of board members who understand the scope and requirements of the job.
  • Learn how the board and CEO relationship works, and the value of an effective succession-planning process.
  • Understand how the board and human resource/compensation committees work to achieve appropriate CEO and director compensation.
  • Know which questions to ask about the corporate IT strategy, management, and performance.
  • Understand the type of information that boards require for ensuring that corporate risks are identified, controlled, mitigated, or translated into opportunity.
  • Learn how to capitalize on the individual strengths of your board team in tackling problems and issues.

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    “I found the Chartered Director Program to be an excellent forum to understand how strong governance complements effective management. The ability to create and execute an effective strategy is significantly enhanced by a robust process inclusive of board engagement where the right questions are asked and expected outcomes are identified. I truly enjoyed the setting which fostered a strong level of interaction that was supported by quality presentations and material. As CEO of a Shared Service Organization set to deliver benefits to its members, I see the advantage of having a number of our board members participating in this program.”

    Tony Di Emanuele, MBA, C.Dir., President and CEO, Mohawk Shared Services

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    The Honourable John Manley, P.C., O.C., C.Dir., Former Deputy Prime Minister and Finance Minister

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