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We help organisations find the best talent – around the Board table, in executive management and in senior roles responsible for reputation, culture and stakeholder engagement.
As advisers to business leaders on issues that impact reputation, we are innate problem-solvers, able to quickly understand the context, and define the skills and attributes required to set both an individual and an organisation up for success.
We review the effectiveness of Boards, bringing a genuine understanding of business strategy and the workings of a Board, as well as a broad lens on talent, and a passion for diversity.
We coach and mentor non-executive directors, CEOs, CFOs and Investor Relations and Corporate Affairs professionals, supporting them in their roles and helping them to develop their careers and build their personal brands.
We help our clients find the best talent for roles that are focused on building and protecting reputation – heads of corporate affairs and investor relations, and senior executives in government affairs, media, internal and stakeholder relations.As practising corporate affairs professionals, we bring a unique perspective about the capabilities and attributes required to be successful in these roles. We are passionate about enhancing the way in which our industry is viewed and valued. That means we will always make time to offer guidance and counsel to those building their careers. We will advocate for corporate affairs executives having a seat at the top table in the organisations they serve. And we will continue to encourage senior professionals to consider how they might add value on a Board as a non-executive director.
Drawing on our advisory skills and problem-solving abilities to quickly get to the heart of the business and talent challenge, we help clients to attract the best people in the market, not just on the market. We also advise on how to structure and develop a team, build an organisation’s employment brand, and coach new heads of these functions to succeed in their roles.
The COVID-19 pandemic has already irrevocably altered the way we live and work. Organisations and their leaders are navigating a potent combination of recessionary economic conditions, a highly charged geopolitical climate, the acceleration of a shift to digital, and growing stakeholder demands for business to stand for more than profit. Modern leaders are being held accountable for judgement calls that fail to meet contemporary community expectations. And the pressure on Boards to evolve, adapt and pivot in the face of seismic change is more acute than ever.Having been trusted advisors to Boards and executive leadership teams in Australia and overseas for many years, we bring firsthand experience of the dynamics of the C-suite and the Boardroom. We also bring a strong understanding of the skills and characteristics directors need to add value and govern effectively. We are passionate about helping to bring more diversity of experience, gender, background and thought into Australia’s Boardrooms. We have a lens across both established as well as new and emerging talent across the corporate landscape.
We possess strong judgement, as well as excellent communication, interpersonal and influencing skills. For candidates this means we are armed with the knowledge and insight to have a conversation of sufficient depth and nuance about the issues and opportunities facing an organisation and the requirements of the role. For clients, it means we are able to attract high calibre talent by representing the organisation and the role in a compelling, credible and pragmatic manner.
In an environment in which regulatory compliance represents an increasing burden for many directors, a key challenge for Boards is achieving the right balance between effective governance and driving organisational value. In understanding where a Board sits on that continuum and how best to achieve balance it’s important to ask some probing questions:
Is the Board clear about the organisation’s purpose and the Board’s specific role in achieving that?What is the relationship and engagement model between Board and management, and specifically between Chairman and Chief Executive?Does the Board have the right mix and diversity of skills, experience, background and perspective to support the business in the near and longer term? Is there an appropriate mix of commercial, executive and functional capability as well as governance expertise? And is the combination of skills contemplated as part of succession planning sensitive enough to changes in the company’s strategy as well as emerging reputational risks and opportunities?
Do all directors have an opportunity to debate issues and make decisions in a constructive, transparent, and inclusive manner? Does the Board make decisions having regard to the interests of all its stakeholders and is there adequate focus on long term sustainability as well as short term profitability? Are Board determinations unduly influenced by founder shareholders, factions, special interest groups, or external activists?And do the processes employed by the Board, in meetings, agenda setting, onboarding and so on, support the proper function of the Board in all these aspects?Our approach to Board reviews draws on our strong understanding of business strategy and reputation, our experience of advising Boards over many years, our broad lens on an organisation’s stakeholders and our ability to assess emerging reputational risks and opportunities.
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