For a time, a number of former senior bank executives and semi-retired accountancy firm partners were being regularly contacted to sit on boards of newly registered companies with foreign shareholders.
A common problem that managers face is employees dressing inappropriately for the workplace. It may mean an awkward and sensitive confrontation with the employee with the concern of easily offending them.
Board directors expect to receive what they consider a standard board agenda. It includes management accounts, (perhaps) a sales and operations report, (hopefully) budgets, a request for approval of a capital expenditure project, besides the even more standard corporate governance items of approval of half yearly or end of year financial statements, auditors’ reports etc.
I recently read Jane Simms’ article in the June edition of the People Management magazine – ‘We’ve ditched appraisals. What’s next?”
I found this article to be very interesting because there are aspects of it which I regularly question clients when discussing their performance management system.
What inspired you to start your own consultancy company?
My father is my inspiration. We both had the desire to start a boutique advisory firm which focuses on forging supportive, fiduciary and long-term relationships with a small clientele base.
