Global diversity in the boardroom still has a long way to go

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Global diversity in the boardroom still has a long way to go

Tuesday, June 2nd, 2015

Women account for only 20.7% of board position in the UK FTSE 100

board room diversityA new report on global diversity in the boardroom from INAC, the International Network of Executive Search Consultancies, has found that while progress on the gender divide is being made – only 5% of the CEOs of the world’s largest corporations are women.

The recent publication of the latest “Women on Boards” report has thrown the issue of workplace diversity right back into the spotlight. This Government’s initiative started back in 2011 when firms were told to more than double the number of ‘Women on Boards’ by 2015, or face Government measures. Since then there does seem to have been progress with the latest report showing that women account for 20.7% of board positions in the FTSE 100, an increase from 12.5% in 2011 and 17.3% in April 2013.

In the UK, much has been made of the latest Women on Boards Davies Review Report which boasts that, “Representation of women on FTSE 100 boards now stands at 23.5%, with 18% women’s representation on FTSE 250 boards. British business is well on its way to achieving the 25% target by the end of the year.” However, this is an average figure across executive and non-executive directors with only 8.6% of executive director positions held by women.

Gender Equality Across the Globe

In the US, which could feasibly see a female President in the not too distant future, only 17% of Fortune 500 board seats are held by women. In Latin America, only 28% of companies have a gender equality policy at executive level. In Australia, while there are no formal targets, almost a quarter of directors the top 50 ASX listed companies are female and every single one has female directors on the board.

There were some interesting anomalies. Turkey is among the top 15 countries in the world for female board members although it still fell behind its European counterparts when it came to the percentage of women participating in the workforce.

This was due mainly to the high number of female entrepreneurs running micro businesses. And while Norway is often seen as one of the most progressive countries, having implemented boardroom quotas in 2003, the number of female CEOs in the region is still very small.

The report, which came out of INAC’s recent global conference in Bogota, outlines the different approaches and thinking on boardroom gender diversity, from a range of organisations and countries citing research from thought leaders in the executive search area, government and academia.

Read the latest report now to discover the current global situation on board diversity.

Image courtesy of Surachai at FreeDigitalPhotos.net

INAC Gender Report Download


How to optimise the graduate selection recruitment process

Wednesday, February 11th, 2015

When recruiting apprentice and graduate candidates it is easy to think an interview and references alone will be sufficient as long as the basic academic qualification requirements are met. Indeed, it is not unusual for organisations to state grades on their job adverts and websites, but is this truly an accurate predictor of future success?

The problem of selecting graduates based on grades

Recruiting and selecting Graduates

Government policy has been to expand the academic system. At the same time the number of students achieving the higher grades has exploded since the GCSE was introduced in the mid 1980s.

Questions have been asked around the standards of these qualifications and the students who achieve them. Ofqual have certainly said that their research found significant concerns.  Glenys Stacey, Chief Executive of Ofqual, quoted in 2012, said it was impossible to justify year-on-year grade inflation in A-level results. She told the Sunday Telegraph: “If you look at the history, we have seen persistent grade inflation for these key qualifications for at least a decade. It is virtually impossible to justify and it has done more than anything else to undermine confidence in the value of those qualifications.”

Recent CBI Education and Skills Survey research highlighted that 47% of employers are not satisfied with the business and customer awareness of graduates, 31% are not satisfied with their self-management, 25% are not satisfied with their team-working and 23% are not satisfied with their problem-solving.

So how can we ensure the graduates we recruit are suitable?

Ability tests online can assess capability around verbal and numerical reasoning, problem solving, and data checking for around £60 + VAT per test. These can be set at multiple levels and benchmarked against comparison groups in various sectors. Moreover, it is also possible to assess engineering related skills such as spatial reasoning and mechanical comprehension for the same cost.

The differing levels of tests start with those aimed at trainees and apprentices and then move up through the various levels to those aimed at high flying graduates.

Assessing non-academic competencies and soft skills

Too often important behavioural competencies are not measured directly by any academic qualification. This can be a serious issue if the role involves management or leadership responsibility either now or in the future.

We recommend several different work sample tests which assess managerial judgement, at graduate level and above. Then there is, of course, online personality assessment using tools such as OPQ or HPI which can be directly benchmarked against the target comparison group.

How exactly does it actually improve the recruitment process though?

  • It’s very cost effective, reducing risk at the selection stage of the recruitment process
  • Provides essential methodology for highly selective hiring, a key component of high performance working
  • Reduces staff turnover
  • Improves leadership in the longer term
  • Improves company culture through better behaviours
  • Filters candidates who lack the underlying capability to succeed

Photo by cescassawin

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional. Experienced in most aspects of resourcing, business psychology, performance management and organisational development consulting as well as team leadership and budgetary management.


graduate assessment for recruitment and selection

With solutions starting at just £60 + VAT per candidate your organisation really can improve at very low cost the likelihood of successful hires and in so doing build a better team for the future.


High Performance Working… a difficult step for SMEs?

Monday, January 26th, 2015

With much research showing the benefits of High Performance Working (HPW) to ‘bottom line’ performance, it has been adopted by many organisations that seek to build performance through people.

Indeed, though I will not go into it in detail here, the case for this is so overwhelming in terms of improvement that the government has long since concluded that the future of UK organisations lays in the highly skilled sector where we can add real value and compete globally. Yet despite this many SMEs have yet to embrace it.

  • Organisations that have embraced HPW have implemented some or all of the following;
  • Selective recruitment & selection
  • Performance related reward (financial and non-financial)
  • Learning & development aligned with business strategy
  • Clear role profiles & goals


  • Enhanced employee involvement and engagement.

Quite simply HPW employers will recruit and retain better employees who will deliver better returns, hence the term ‘human capital’.


High Performance Working a difficult step for SMEs


Trust is a critical component of organisational performance, and empowerment in the workplace helps build this as does having highly motivated employees. Too many organisations are run on the line that employees ‘should be grateful to work here’.

In normal non-recessional times such employers find out the hard way that employees are not ‘lucky’ and will not put up with such attitudes! Alternatively, dinosaur employers find their workforce to be made up of timeservers who have long since given up on improving their career by moving on or by keeping up to date with their skills and knowledge.

Ask yourself, does my organisation genuinely harness its employees and develop their capability? Is my team motivated to improve? Then ask yourself, are larger organisations leaving us behind in terms of people skills, motivation and performance?

Recent press coverage of the UK jobs market clearly indicates that there are three layers of employees: highly skilled, middle level and elementary. Presently only the highly skilled and elementary sectors are growing, so you need to also ask “How can I attract highly skilled staff? Or am I happy to join the ‘low skill equilibrium’ which dominates the UK employment market?” If the answer is yes then watch out, a cheaper economy and/or a competitor is about!

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional. Experienced in most aspects of resourcing, business psychology, performance management and organisational development consulting as well as team leadership and budgetary management.



Download our White Paper on High Performance Working  to find out how your organisation can maximise its  people’s potential

Why is Self-Development the most powerful assessment development tool?

Monday, January 26th, 2015

Understanding Capability to Provide data for business critical decisionsMany CEOs and Managing Directors admit to being concerned with the quality and performance of their leaders at both board and senior management levels.

Indeed numerous surveys suggest that this is possibly the biggest single management issue of the day. Quite simply, our overseas competitors are, on average, performing better than we are, with UK productivity lagging over 21% behind that of our G7 rivals (OFNS data 2014).

In part this is because of the ‘low skills equilibrium’ which is gripping the UK. “The UK has a yawning skills and leadership gap at senior level” commented one Ramsey Hall client. Another opined, “We have been held back by the blame culture that our previous CEO cultivated. People were simply afraid to lead and manage their own departments.”

Two major reasons for poor leadership are over promotion of managers based on ‘their craft skills’, and a company culture that says “we have always done it this way”. And as we outlined in our recent High Performance Working article, real damage is being done to organisations that take either of these approaches.

Traditional listen and learn management training is increasingly discredited, partly because it is a shot gun approach that can be both costly and unsuccessful. Instead, we recommend a process which helps facilitate Self-Development – the most powerful form of development – using targeted assessment and feedback. Depending on the situation this can include 360 degree feedback and/or psychometrics with one-on-one feedback and development planning. This promotes self-awareness and ‘buy in’ from participants which allows our consultants to work with the participants to understand and facilitate their personal development. This also ensures the consent of all who take part! Often such programs are a part of wider organisational development interventions such as Board Effectiveness, Restructuring or Operational Excellence Programmes.

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional

Matthew Davis is a Chartered FCIPD and Chartered Marketer FCIM qualified HR/Human Capital consulting professional. Experienced in resourcing, business psychology, performance management and organisational development consulting as well as team leadership and budgetary management.


Click here to view our cost effective self development programmes which have been described as transformational and enlightening

Psychometric Assessment – important business tools that improve the recruitment process

Wednesday, December 17th, 2014

Exanple Psychometric Assessment ReportNew research conducted by The OPG (The Occupational Psychology Group) underlines the importance of using psychometric assessment in the recruitment process.

Thank you to all of you who responded to the recent research questionnaire about psychometric assessment that we helped conduct. The sample chosen was not just based on our client list, but on our wider database of organisations and in this way we have chosen not just known assessment users but a very wide cross section of HR professionals from across the UK.

The research raised some interesting facts, details of which we will be including in the final report. However, what is most clear is the extent to which psychometric assessment is increasingly being seen as a valuable business tool that organisations use to improve their decision making as part of their recruitment and development projects.

68% of respondents use psychometric assessment in their recruitment process

The overwhelming majority of organisations surveyed said that they have used psychometric assessment (68%) whereas only 32% have not. Moreover, most of the 68% expect to use psychometric assessment again in the coming months due to their effectiveness reliability and validity in the workplace setting. This finding is very much in line with other independent research studies into psychometric use.

High reliability and validity

In the main, the reasons for the continued use of psychometric assessment is that they are perceived as being reliable (90% of respondents) and that they work and help in successful decision making. This is especially true if they are used as part of a wider process, as opposed to being the sole aid. We always recommend feedback is combined with panel interviews and professional feedback since areas for further probing are often identified from the psychometric assessment results.

Delivered online

The vast majority of respondents use at least some online psychometric assessment. However for the 46% of organisations that use psychometrics as part of assessment and development centres, significant use is still made of face to face format with in depth feedback.

Start the year with the new cutting edge report on psychometric assessment that will give your recruitment process the best start in 2015. Register your interest by clicking the banner below to receive the report in January before it is published on the Ramsey Hall website in February.

Register Interest for the Psychometric Assessment Research Report

A Guide to Improving Board Effectiveness

Friday, October 24th, 2014

As boardroom performance is increasingly being assessed and scrutinised it is even more important to make sure that the board is effective and pulling the organisation in the right direction.

It is always important for the Board to lead the organisation forward with an effective strategy and respond to market changes in an appropriate way that makes as little disruption as possible.

Boards need to constantly handle change, inside and out of the organisation. And this is the reason why it is fundamental to know how to deal with that change.

This guide takes a comprehensive look at the following:

1. Identifying disruptive decision making
2. Making changes that lead the organisation forward
3. Dealing with change effectively
4. Constructing a Board that pulls in the same direction
5. Easing changes in to a Boardroom


Improving Board Effectiveness - Download the Guide

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The 7 Stages of an Effective Recruitment Process

Wednesday, September 10th, 2014

Dominos Dice, lined up to fall - follow these stages of recruitment to set up your organisation for successAs we noted last month research from accountant BDO shows hiring intentions to be at a generational high. Skills shortages, or ‘The War for Talent’ as Mckinsey Consultants famously said, is once again a reality.

Whilst many organisations have found recruitment to be easier in the past few years, a growing number of clients are now reporting major hiring difficulties. “DIY” online advertising, contingent agencies and LinkedIn simply fail to attract the best candidates especially when used in isolation.

Extensive research has shown that selective recruitment is a key contributor to organisational performance, and that taking short cuts at the hiring stage can be a really major mistake, particularly for business critical hires. When Ramsey Hall recruits we always follow the following recruitment process as it is proven to reduce staff churn from an industry average of around 28% in year one to about 2%.

1. Establish a Detailed Brief (Job Profile)

Clarity around role and responsibilities is critical to a successful hire. Often we are asked to advise clients on the job design so that the specification addresses all issues effectively.


2. Select an Effective Sourcing Strategy

Choose a sourcing strategy that is cost effective but also likely to yield results. At senior level this normally includes head-hunting to attract passive candidates. As head-hunters we really know our market and can attract candidates who might otherwise be missed.


3. Pre-screen Candidates Effectively

Interviewing inappropriate candidates or missing promising applications costs time and money. We recommend an analysis against the brief is the best method.


4. Create Objective External and Internal Recruitment Processes

For business critical roles treat internal candidates the same as external applicants and compare them against one another using the same process. This increases the objectivity and decreases bias to the recruitment process so as to keep your options as open as possible.


5. Conduct a Panel Interview

Research shows that one on one interviews are unreliable because of bias concerns such as ‘halo and horns effect’ and the notorious ‘gut feel’ approach which wrecks many a recruitment.


6. Psychometric Test Candidates

Tools from recognised quality publishers such as CEB/SHL, Hogan, OPP and Saville are excellent predictors of future success when used appropriately. Avoid tools which do not require British Psychological Society level 1 and 2 accreditation. These may lead to an increased risk of results being invalid which may inform you inappropriately.

We also recommend personality profiling is combined with ability testing so that ‘triangulated’ results are available. We can provide triangulated assessment as a standalone service in addition to our other selection consulting activities.


7. Use ALL the Evidence to Evaluate Each Candidate Before You Hire.

No one source of data is enough, a good interview has a low correlation with success, psychometrics alone are a somewhat better but a combination of indicators can be really powerful.


Expanding Your Choice of Candidates

Lots of organisations make the mistake of having a limited and ineffective resourcing method to get top candidates. This results in a lack of candidate variety which can limit your choices as well as role expansion. An ineffective recruitment process yields second rate results for roles you cannot afford to have second choice candidates. With a little over 15 hiring weeks to Christmas and an average notice period of three months, what are you doing to get ready for the New Year recruitment rush?

photo credit: marfis75cc

Phil Boyle - Managing Director of Ramsey Hall

Phil Boyle is one of the most experienced Executive Recruiters in the UK. He is Managing Director of Ramsey Hall Ltd that is a highly respected and long-established boutique Talent Management Consultancy. It is an SHL Enterprise Partner and amongst the most experienced users of the Hogan series tests. Ramsey Hall also has extensive experience in Board Advisory and Recruitment Process Design amongst other HR services.


executive recruitment from ramsey hall


How to Create and Implement an Effective Performance Management System

Thursday, August 7th, 2014

Performance management lights the way to better managing processes

An issue that often isn’t grasped by organisations is the one of performance management. Too often, those in the organisation that fail to perform adequately, are seen to be seemingly ignored by management. Their poor performance is allowed to continue. They are often “carried” by the rest of their team, or worse, moved into roles that are undemanding or even specially organised for them.

This can seriously affect the morale of a team, as “carrying” an individual usually means extra work for others and generally, poisons the workplace. When working in unionised environments, I’ve been asked on occasion by union representatives, why a colleague (usually a union member), hasn’t been dealt with by weak middle management.

I’ve heard the performance management system in one large company described by the HR Director as the “bedrock” on which the company is built.  In a large corporate structure there is usually an HR system that deals with staff performance which means that it’s difficult for poor performers to remain invisible for long. Moving leadership around so that appraisals are not always by the same person or individuals being placed in integrated project teams, usually shows up poor performance. A person who may be “flavour of the month” for one manager may not be seen as that by another.

What Does an Effective Performance Management System do for an Organisation?

A well run appraisal system, which is reviewed by HR and senior managers, gives an indication of something being amiss. If this happens there are well documented processes and procedures for managers to use that should produce the necessary corrective actions to improve performance. Sometimes managers are encouraged to discuss the results of their appraisals with their peers in the team so that ratings can be “challenged”. This certainly encourages consistency. In the end the performance management system is seen as a mechanism to recognise areas where staff may need some training or development, or even that that person may have skills that are best suited in another role, even one that is of lesser status. Sometimes this is evaluated using a “capability” policy where the skills suitability of the individual are evaluated against the job. It’s only when these options are exhausted that the process may move into a disciplinary scenario.

a mechanism to recognise areas where staff may need some training or development

In the not for profit and perhaps more so in the public sector, there is a perception, probably an unfair one, that poor performance isn’t dealt with. This may be due to rigid procedures that stifle action being taken. Even worse, this can benefit those that are ” time served” and thus expensive to deal with if any decision is made that they have to leave.

However, in smaller organisations this can be compounded. There isn’t the flexibility to move people around and sometimes a weak leader has a poor performer in their team and is reluctant, doesn’t have the necessary training or is unprepared or unwilling to deal with it. They may also not have the backing of an HR professional in the company or retained HR expertise of any kind. The worry of the costs of confrontation or worse, an expensive employment tribunal, also weighs heavily in the minds of the business leaders. There is a fear that if the issue is addressed, something will go wrong, so in the end nothing is done.

In family businesses this can be exacerbated by the values exhibited by the owner. The spirit of patronage that so often benefits an owner managed business and is usually well meaning, can sometimes be misguided and protect those that really aren’t adding anything to the business. The poor performing employee being part of an extended “family” makes it all the more difficult.

Putting a Performance Management System in to Practice

To evaluate how a small to medium sized business can implement a performance management system I spoke to Jill Nieuwoudt, HR Director at Naim Audio. Naim Audio is an advanced manufacturing business in the consumer electronics sector, employing around 180 staff designing and manufacturing high end audio equipment for a serious hi-fi clientèle.

When Jill first joined the business 2 ½ years ago her first task in the new role of HR Director was to create and establish the correct procedures and policies within the company to ensure compliance. She soon realised that in order to meet an ambitious five year growth plan there would have to be an HR strategy that encompassed a thorough implementation of performance management and a new HR system to make it happen.

managers would be empowered to deliver it but with appropriate HR support when neededOnce the groundwork was done in creating the new HR system, all staff were given new contracts of employment and a staff handbook, essentially Naim were starting again from scratch. Alongside this there was a communication programme, which involved open workshops all held in a transparent and open way. Jill also met all of the then 120 staff individually to allay their fears but also to create an awareness of what was going to be required. She set out a stall that things would be very different but tried very hard to retain the culture of the organisation, recognising that as the reason why most of the staff worked there.

Once the policies and procedures were in place, Jill also then went through a process to get management and particularly middle management to begin to own the process. The aim was for it not to be an “HR project” rather the managers would be empowered to deliver it but with appropriate HR support when needed. Jill wanted to work on FOG, (Fact rather than Opinion or Guess) a key part of the management development was to get managers to see that HR issues were not personal but that they were a business process and needed to be managed accordingly. All staff are appraised at least yearly and new starters at the end of their 3 month probation period. HR now monitor all appraisals and sometimes sit in and support managers who are struggling.

Employees on the shop floor are measured according to outputs and “right first time” performance. Those having problems are monitored and given appropriate training and support to rectify the situation, this is monitored for a month. Supervisory staff receive SMART (Specific, Measurable, Achievable, Relevant, Timely) objectives and are measured against them.

One thing Jill is very keen to point out is that performance management is not the same as a disciplinary process and shouldn’t be confused as such. Disciplinary issues such as timekeeping and attendance should be dealt with through the disciplinary process.

It’s interesting to point out that of the 19 staff that have been through the performance management system process at Naim in the last 2 ½ years, only one has left the company. From this result one can see that although it takes time and effort to establish to do and provide the necessary management support and training to make it happen, the results in the end are surely worthwhile. The achievement of getting 18 people “back on track” is truly worthwhile and a very impressive result.

photo credit: andresfranco.netcc

David Seall - Chairmen of the Board of Practice for Ramsey Hall

David Seall is well known to many businesses across London and the South East as an Independent Director and Chartered Engineer specialising in the Manufacturing and Engineering sectors. David worked for many years in the Aerospace and Defence industry and was Chief Executive of the Engineering Employers Federation for London and the South East (EEF South) for over 10 years, working with hundreds of companies.


Read more about how Ramsey hall can improve the performance of your boards


How to Assess & Improve Your Board’s Performance (Part 2 – A Board That Pulls in the Same Direction)

Wednesday, July 23rd, 2014

In the second part of my discussion about the performing Board I want to discuss the activities of dealing with initial change.

Earlier this month I published the first part of this discussion which identified how boards can make decision that causes minimal disruption and encourages a culture that encourages and motivates the whole organisation.

It’s important that the Board is a mixture of complimentary behaviours, management styles and finally expertise. A diverse team held together by agreed values is the most effective one to have.

One where honest debate is encouraged and programmes and actions collectively agreed and then implemented. Most importantly this Board must have the ability to think strategically and be agile enough to make reasoned tactical decisions.

It’s probably a utopian view, which rarely happens all of the time, but we have all at some time or another been working within a team that is constantly moving forward and everyone is pulling together.


board room assessment is an essential part to improving your boards performance


Constructing A Board That Pulls In The Same Direction

Putting a Board that can work in this way together requires a methodical approach. An assessment of the Board both in Executive and Non-Executive functions should be undertaken to avoid an ad-hoc approach that may have to be repeated at another date with all of the problems that that entails.

Perhaps the first thing to recognise is that not all of the current incumbents will be the right people for the future. It’s important not to personalise this as nearly all people who may not be right for one team can be the ideal fit with another.

That’s why it’s important when the Business Leaders have recognised this, that those no longer part of the company’s future are helped with structured programmes such as outplacement to get them on the correct career path. So many businesses forget this or reluctantly agree as part of a settlement. It’s actually a sound investment as it protects the reputation of the business and may even create business opportunities at a later date.

Easing The Changes Into The Boardroom

One problem that often occurs is that more than one person on the executive team needs to be replaced. Many Chairmen and NEDs take the “easy” option of doing this in a sequential manner saying “so and so can leave now but we need to wait six months before we can make any other changes so as not to disrupt the business”.

Unsurprisingly this usually doesn’t help things at all as the whole executive team remains unsettled knowing that further changes are inevitably in the pipeline. Strategic initiatives are put on hold and of course underperforming executives remain in situ. A radical solution would be being honest and up front with executives and engage with them in the process. Rather than suddenly exiting them from the business, work in a “grown up” way for them to work out a programmed notice period to help with continuity and give them time and help to find their next position or career choice. Not only is there less risk with this option it also is seen as more humane and respectful and reduces the “collateral damage” caused to other employees and customers.

By exiting executives over a long time period there’s also a great opportunity to get a “handover” to the new executive and phase the outgoing executives commitment out over a period of time so as not to leave a continuity gap. In my next article I will discuss how to get the right fit and build a team dynamic that creates a performing Board.

photo credit: JasonParis cc

David Seall - Chairmen of the Board of Practice for Ramsey Hall

David Seall is well known to many businesses across London and the South East as an Independent Director and Chartered Engineer specialising in the Manufacturing and Engineering sectors. David worked for many years in the Aerospace and Defence industry and was Chief Executive of the Engineering Employers Federation for London and the South East (EEF South) for over 10 years, working with hundreds of companies.


Read more about how Ramsey hall can improve the performance of your boards


How to Assess & Improve Your Board’s Performance

Thursday, July 10th, 2014

I read recently a quote that stated “people don’t leave organisations they leave bad bosses”, well perhaps that’s not true for all cases but it must hold water for a fair proportion of them.

At least it may be a reason that employees start looking for alternative employment. It may be that the employee doesn’t like their line manager’s style or probably they have a problem with the leadership of the organisation.

Disruptive Decision Making

It’s been proven that most people exhibit the symptoms of stress when they feel they have no control over their daily or working lives. Thus, although business leaders often suffer from stress or burn out, it’s most often found in the lower tiers of the organisation. We’ve all seen or even been party to decisions that seem quite logical or sensible in the Boardroom that then cause distress and chaos when introduced within the company. So it’s very important that the leadership of an organisation is seen to be doing the right things and to be working together as a team. Nothing causes more damage than disunity and lack of confidence within the leadership team. That includes both executives AND non-executive functions.

discover about how to increase your Board's performance whilst sustaining a company culture that drives your organisation forward


Leading The Organisation Forward

It’s essential that the Chairman and Chief Executive, or business owner in a private business, create and nurture a team that can take the business forward or indeed manage successfully in tough times. Touching upon that, it’s also important to have the right people in the right place during the various stages of the economic cycle. Particularly in a private business it’s imperative the owner doesn’t recruit in their own image or exhibit behaviours that discourage direct reports from challenging them. Part of this is valuing diversity within the management team.

It’s still appalling how few women take their rightful place on the Board particularly in the manufacturing and engineering sectors. It’s also important that the team has created a business strategy that all colleagues can buy into and understand what they have to do to make it happen. It’s also important that the leadership agree a set of values to underpin the behaviours they want the organisation to stand for and, crucially, they are seen to live and breathe those values in everything they do.

The second part of this discussion  focuses on how a boardroom can deal with change to prevent as little disruption within the organisation as possible.

photo credit: Tyler Merbler cc

David Seall - Chairmen of the Board of Practice for Ramsey Hall

David Seall is well known to many businesses across London and the South East as an Independent Director and Chartered Engineer specialising in the Manufacturing and Engineering sectors. David worked for many years in the Aerospace and Defence industry and was Chief Executive of the Engineering Employers Federation for London and the South East (EEF South) for over 10 years, working with hundreds of companies.


Read more about how Ramsey hall can improve the performance of your boards