Usually, non-executive leaders are responsible for the strategy, and executive leaders for the operations of the organisation. Board meetings are often the time and place where strategy is determined and translated into operational aims and objectives. For example, the non-executive leadership may take the strategic decision to start working in a new territory. It is up to the executive team to agree operational aims and objectives, such as sales targets, market share, or brand awareness.

Ideally, non-executive leaders are chosen because of their experience, wisdom, and ability to consider long term implications. Good executive leaders are able to act swiftly on short and medium term issues.

To me, the most interesting aspect of being a non-executive leader is the monitoring of operational activities. The biggest mistake a non-executive leader can make is to get too involved in operational details; equally, it can be disastrous if the executive leaders start to change the strategy.

The best saying I heard about being a non-executive leader was “Noses in, Fingers out”. It has been excellent advice.

Much has been written about the “demise” of the Birmingham Post, and the genuine concern at what will happen to the journalists who are losing their jobs. I sincerely hope that those skilled at writing will find new employment, albeit in a different market. I would far rather read, or listen, to someone who knows their subject and can present it well, than someone who writes and broadcasts just because they can.

The proliferation of Blogs, and the ability for anyone to write when, and on whatever subject they choose, has been cited as the end of quality reporting. I would disagree. I have more faith in readers and listeners exercising their choice to read and listen to what they like, and to switch off what they don’t like.

I also believe that there is a duty for those who know what is going on to share their knowledge and expertise.

The first thing that occurred to me was a simple excel spreadsheet that shows how the P&L links to the Balance Sheet, which links to the Cashflow, which links to the P&L. You get the idea – its a neat pro-forma.

Then there is my list of the various kinds of accountants that businesses use – there are more than you might immediately think. This is helpful because you need someone to look after all aspects of your business’s accounts and it’s easy to overlook something…

Then I have a list of accounting software packages I know, either through using them, or reviewing them, or simply on recommendation – handy when discussing potential changes.

I have a great contacts database, but that’s worth a little too much to just give away…

I keep wondering about a FAQ page for my website. Is there an accounts question you always wanted to know the answer to?

So at the moment I haven’t got anything to give away. Should I have something? Is what I do too intangible? Does a freebie make a website more attractive? What would you like?

Interesting post here with a sobering message.:

http://www.tom-watson.co.uk/2008/12/a-goodbye-to-woolworths/

Who is willing to take action?

Bad balance:
Strong Chair and a weak CEO
Weak Chair and a strong CEO
Good balance:
Strong Chair and a strong CEO
Weak Chair and a weak CEO. 

This last combination seems odd, but it does work, perhaps the organisation isn’t as dynamic as it could be, but the leadership team will probably be compatible.

Problematic issues tend only to arise in the former combinations, when strong, charismatic characters tread on the toes of their counterpart. This leads to inappropriate intervention and, at worst, a breakdown of trust and effectiveness.

What combination of leadership do you have?