High and Low Performing...

𝗖𝗮𝗻 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗵𝗶𝗴𝗵-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗕𝗼𝗮𝗿𝗱 𝘄𝗶𝘁𝗵 𝗮 𝗹𝗼𝘄-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲?

C𝗮𝗻 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗵𝗶𝗴𝗵-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝘄𝗶𝘁𝗵 𝗮 𝗹𝗼𝘄-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗕𝗼𝗮𝗿𝗱? 

These are questions I’ve found myself reflecting on recently, having completed many charity governance reviews in the last few months. 

For me, the answer to the first question is a clear “no”. 

An effective Board would quickly identify an under-performing Executive and take appropriate action, through support, challenge, and, where necessary, change. 

The second question is more nuanced. But I think the answer is a qualified “yes.” 

A highly capable, committed CEO and leadership team can keep a charity running effectively without a fully functioning Board. But I think they would only be content to do this for a limited period. 

A high-quality Executive team will recognise that strong governance is optimal, not optional. They will try to strengthen the Board, address skill gaps, aim to improve oversight. They will know that good governance is not a ‘nice to have.’ It’s a critical enabler of impact.

But there is, of course, no guarantee they will succeed. If they don’t, senior leaders may choose to leave — and the risk compounds. 

What are the chances of a poor Board appointing the right calibre of successors? 

The end result could be the most damaging outcome of all: a low-performing Board and a low-performing Executive.