Each individual board member should aim to perform their role in line with their responsibilities and the guidance compass.

The board member should decide which role they are required to perform at any stage in conducting board related business. They may occasionally wear more than one hat within a meeting, changing from a non- executive function where they are holding the executive to account, to themselves taking on the responsibility of an executive director and being answerable to the rest of the Board for completing the action on time, to the best of their ability and not being distracted by other outside business interests.

The whole board should regularly review the goals of the company to make sure that they are still appropriate, that they are challenging and inspiring, and to ensure that everyone is clear of the company’s purpose.

Sub groups or working groups of board members can be used to effectively discuss and deal with specific issues and then return to the full board with a clear set of proposals.

The responsibility for running the company has been delegated by the shareholders to the Board. It is therefore up to the Board to provide active leadership and take the initiative and make those tough decisions that they feel are in the best interests of the company. If some shareholders are not in agreement with the Board’s chosen strategy then they have the option to voice opposition to the Board, even to the extent of seeking to vote them out or else to cease being a shareholder. It is therefore the Board’s decision to take the company in the direction that they think best. The shareholders expect the Board to provide such leadership.

Successful companies find the blend between the care and consideration in addressing issues which a consultative board structure can provide, while enabling them to be dynamic and clear in taking the decisions that will identify and realise the opportunities available. The structure, capabilities and functioning of the Board are key in achieving this.