June 2013

Presenting to Boards

Konnect Learning

Agenda

8.30 am Arrival9.00 am Introductions & Board Basics10.30 am Morning Break10.45 am Prior to presenting12.30 pm Lunch1.15 pm Presenting3.15 pm Afternoon Break3.30 pm Follow up, Intermediaries and

role play5.00 pm Close

Introductions

Please state your:• Name• Company• Position

Sign up for e-book and newsletter

How to succeed• Thank you!• Engagement• Follow upPersist

• Pre-reading• Participation• Discuss don’t debatePresent

• What board does• Behaviours• ConcernsPrepare

X we are here!

Prepare

Present

Persist

What do YOU want to cover?

In small groups • What problems have you experienced• What are you unsure about• What would you like to improve?

X we are here!

What the board does

Set strategy

Obtain resources

Ensure risk is managed

Provide accounta-

bility

Hire (and fire)

the CEO

BALANCE COMPLIANCE AND PERFORMANCE

How boards operate

• Joint and several liability:– Equality– Collegiality– Confidentiality– Robust debate– Independence

• Limited engagement with shareholder• Total exposure to management

What boards worry about

Financ

ial

Gover

nmen

t

Resou

rces

Reput

ation

Strate

gy

Lead

ersh

ip

Compe

titors

Mer

gers

Issue

0

10

20

30

40

50

60

70

No

of

men

tio

ns

Worries – by sector

0%

5%

10%

15%

20%

25%

30%

35%

40%

Resou

rces

Strate

gy

Reput

ation

Lead

ersh

ip

Financ

ial

Compe

titors

Mer

gers

Per

cen

tag

e o

f re

spo

nd

ents

Government

Commercial

Not for profit

Gover

nmen

t

Worries – by experience

0%5%

10%15%20%25%30%35%40%45%50%

Financ

ial

Gover

nmen

t

Resou

rces

Reput

ation

Lead

ersh

ip

Strate

gy

Compe

titors

Mer

gers

Novice

Experienced

More experienced

Tea Break

• Back at 10.45am

Pre-reading

Relevant

Integrated

In perspective

Timely

Frequent

Accurate

Consistent

Clear

Brief!!!

Standard Templates

• Help to set expectations• Ensure key sign-offs • Length is controlled• Provide structure

Case Study – Social Philanthropy

Spelling check

Spelling check• You untandenrsd wrods

taht are mipsslet as lnog as the frist and lsat leretts are in the cecorrt pacle - the odrer of leretts is uporntimant

Grammar check

• I am herewith returning the stipulation to dismiss in the above entitled matter; the same being duly executed by me

(From a real letter written in ‘correct’ legal phaseology)

Grammar check

• Here is a signed copy of the motion to dismiss this matter

X we are here!

Meetings outside boardroom

• Site visits• Tours• Conferences• Strategy retreats• AGM• Other?

Lunch Break

• Back at 1.16pm

Context

Legal

Strategic

Preferences

• Australian law• Industry regulations• Trade practices

• Current performance• Competitors• Speed of change

• Personal styles• Company policies• Constitutional choice

Presenting

• Build rapport – smile• Be Quick!!!• Why – the point of your presentation• WIIFM – build engagement• What – content• How – address concerns• Close – call to action (if needed)

Where’s the beef?

Put the key points first

Presentation Skills• Breath• Smile• Key points first• Speak up (and out)• Eye contact• KISS• Respect• Variety

Typical AgendaActivity ActionPresent, Quorum, Apologies, COI NotingMinutes from previous meeting Decision: Approval- Actions arising NotingChief Executive's report Noting &/or DiscussionFinance report Noting &/or DiscussionMatters for decision DecisionMatters for discussion Discussion/NotingMatters for information Noting)Other Business- Announcements & Communications

DiscussionNoting

Evaluation of Meeting Discussion (Decision if change)Review of Actions from Meeting NotingClose Noting

The meeting agendaB

oar

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on

cen

trat

ion

an

d E

ffo

rt

Time

Significant matters for board consideration

Routine matters

Routine matters

© Julie Garland McLellan 2005, reproduced with permission

A Balanced Agenda

© Robert I. Tricker, International Corporate Governance: Text Readings and Cases

Future orientated

Past and present orientated

Policy makingMonitoring and supervising

Internal role

Approve and work with and

through the CEO

Strategy formulation

Provide accountabilityExternal

role

Performance roles

Compliance roles

Participation

Dealing with debate

• One conversation• Use a parking lot• Call it if you see it!• Work through the Chairman• Stay positive• Break if the board obviously need to

Balance discussion with structure

• What do they already know?

• What do they need to know before they can discuss?

• What can they find out through discussion?

X we are here!

Tea Break

• Back at 3.30pm

Using Intermediaries

Board ‘Gate-Keepers:• Company Secretary• CEO• CFO• Other ‘C’ class (CIO, GM HR, etc.)• Advisors (Auditors, legal, technical)

Audience Research

• Annual reports• CEO, CFO, Co Sec• Other presenters• Industry Associations• Cyber stalking!

Your turn

Present your information as if you were presenting to the board

You only succeed if you make it back out alive!

Follow up

• Summarise agreement or decisions for the minutes

• Agree next steps• Identify any deliverables• Leave them with reasons to come back to

you• A ‘Thank you’ letter never does any harm!

Special Value Add for You!

• PDF - ‘Presenting to Boards’

• Will be included in the email you receive after this session

• Book – Presenting to Boards

More information?

www.mclellan.com.auWWW.boarddirectorspresentations.com

Information on:• Board performance• Newsletter• Director Mentoring• Books• Papers

04/11/2023 Julie Garland McLellan 2011 41

Questions ?

orjulie@mclellan.com.au

04/11/2023 Julie Garland McLellan 2011 42

M: +61 4 11 262 470

T: +61 2 9499 8700

F: +61 2 9499 8711

PO BOX 97Killara, NSW 2071

julie@mclellan.com.auwww.mclellan.com.au