Governance and leadership discussions at the Better Boards Conference

Presentation

How Can a Board Drive Strategy?

Julie Garland McLellan


CEO at The Director's Dilemma

Julie is one of very few women to have commenced a board career with a single not-for-profit organisation and built it to a portfolio of boards including chairing an ASX listed company. Julie has chaired boards and committees and is respected for her practical experience. A frequent speaker at conferences, Julie is also a prized reference for journalists and has featured in ABC News’ Nightly Business Report, The Business Programme, The Australian Financial Review, The 1 of 4 Financial Times (Britain), Company Director Journal, Keeping Good Companies, and other quality publications. Julie has also more than 20 years’ experience delivering education programs for the Australian Institute of Company Directors and has written more than 14 courses for that institute. She has also developed and delivered director education for the National Association of Corporate Directors (NACD), Director Institute, Governance Institute of Australia, College of Laws, University of Sydney, CPA Australia, The Taiwan Corporate Governance Association, The Oman Centre for Corporate Governance and Sustainability, and Better Boards Ltd. In addition to her work developing director education Julie has continued to research and study directorship and most recently completed a course at Wharton Business School at the University of Pennsylvania.

Julie is the author of several reference books for company directors including two that have been translated into Mandarin and are the global best sellers in their topic category. As a mentor, Julie has worked with company directors and chairs to help them to build the success they desire in the boardroom. She is experienced in not-for-profit and volunteer board issues and has supported CEOs in addressing challenging board situations, including regulatory intervention, solvency challenges, and staffing issues.

Directors have a duty to ensure that there is a strategy, that the strategy is appropriate, will not lead to insolvency, and has been communicated to management. They also need to delegate sufficiently to implement and undertake effective oversight of implementation. NFP Boards may also be volunteers involved in the delivery of elements of the strategy. Julie will explain how to get all this done without driving yourselves or your staff insane.

Gain a clear understanding of where to lead on strategy, where to partner, what to monitor, and when to relax and let management deliver.



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