Call with Alan beasley, page-17

This is extremely interesting to read and may help some to come to a decision

https://www.alvarezandmarsal.com/sites/default/files/chairmans_research_report.pdf

When the predecessor to the UK Corporate Governance Code was introduced in 1992, its focus was predominantly on clarity of roles, responsibilities, accountability and transparency. The newest guidance note recognises that ‘...while these are necessary for good governance, they are not sufficient on their own. Boards need to think deeply about the way in which they carry out their role and the behaviours they display, not just about the structures and processes that they put in place.’1
When asked what made an exceptional chairman, our interviewees referenced board leadership style, business understanding and tough decisions. There was little reference to adherence to governance practice.
This suggests that they may be viewing this as a ‘hygiene factor’ that is necessary, but by no means sufficient, for outstanding performance, and not what marks out the exceptional chairman, particularly in challenging times


The above an excerpt from the following:

https://www.alvarezandmarsal.com/sites/default/files/chairmans_research_report.pdf