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Running Board Meetings was greeted with an enthusiastic response when first published, which highlighted the glaring need for guidance on the subject. Now in its third edition, this practical guide continues to provide valuable, step-by-step advice on every aspect of board meetings. Fully revised and updated, it now includes a “rough guide” to the Higgs report, a new section on remuneration committees and a look at the role of the finance director. Packed with useful tips and techniques, it will help you to ensure that: you’re always well prepared every board meeting runs smoothly; necessary procedures are followed the board’s decisions are always acted on You’ll also find out how to deal with those troublesome types such as the “silent seether”, the “young pretender” and the “useless dead hand”. About The Author Patrick Dunne is Group Communications Director at 3i, Europe’s leading venture capital company. He is probably best known for building up their Independent Directors Programme and is a regular speaker and commentator on boardroom issues. He is Visiting Professor at of Management & a Trustee of Leap-Confronting Conflict . Table of Contents Before the preparation Triangulation What’s the point? Who? How often How long? Where? What about the boardroom itself? Where to sit? What information beforehand? When should board members receive these papers? How does a board calibrate the information it is provided with? What pre-discussion should take place? What should be the agenda? What is allowable under ‘any other business’? Away days Board calendars How is the right atmosphere created? Some international comparisons Training A rough guide to Higgs ‘Managing the meeting’ What’s the role of the chairman? So what about the chairman’s role at the board meetings themselves? What about the chief executive or the managing director? What’s the role of the company secretary? The silent seether and other personae Presentations to the board Do Bono’s hats Subcommittees the common ones, the relevant ones After: ‘The Follow Up’ What should be in the minutes? How should the board communicate its decisions? Board review Conclusion Appendix I: The CHEMCO Case Study Appendix II: The Convo Case Study Appendix III: The menu style appointment letter for an independent director Appendix IV: A rough guide to Hampel Appendix V: A rough guide to Green bury Bibliography Index