1. Developing a high performing Board How do we ensure our Board becomes a real strength of the organisation

2. Continuum of leadership value from a Board Involved/shared leadership Checking thinking Leading the thinking

3. Roles & responsibilities as a Board Leadership To act as a catalyst to high quality thinking on the strategy – constructively challenging, asking good coaching questions, feeding in insights from other sources but also trusting the expertise in the team To help create an environment conducive to high achievement – clarity of focus, ambition (stretching goals & high standards), effective strategy, empowerment, accountability/reviews, teamwork To give people in the sport a voice in the leadership of the sport – to bring ideas and issues back to the Board and to the staff To help engage the sport and key partners behind this direction – to act as an ambassador for the vision and strategy

4. Other roles & responsibilities as a Board Governance – Accept ultimate responsibility for the sport and the organisation – Ensure the sport and business operates in an ethical way – Protect the future of the sport and the Governing body To make decisions of strategic importance – On the strategy – On policy – On business management Monitor performance against the plan – links to above point on performance environment Specific management responsibility for – CEO – Finances

5. Features of a high performing Board… Clarity of role – Individual and collective responsibility for fulfilling it I.e. Stay strategic, step outside of our own agenda etc. Right agenda/focus – Strategic – not getting distracted by detail – And effective use of meeting time A good team – Best possible people – right skills and experience mix – A good thinking environment – listen, challenge, contribute Decisions based on informed discussion – Relevant knowledge on key aspects of the strategy – Linked into the needs of clubs and members – Expert input where appropriate Working effectively with other parts of the structure – High trust relationships – allowing for honest challenge (both ways) – Once focus and standard agreed, empowering – although supporting where useful

6. Director roles and responsibilities… Legal… To act with due care, diligence and skill… Keep informed – Of your responsibilities – Of key information relevant to your individual and collective role Participate and take responsibility – Bringing relevant knowledge & expertise to discussions – Challenging where appropriate Act in the best interests of the sport – Remembering to put on your ‘Board hat’

7. Director roles and responsibilities… Beyond legal into good practice… Leadership – ‘legacy’ responsibility to make a difference 2 way communication – consultation/ensuring we are in touch & giving direction Act as an ambassador – inspire confidence with your example Where necessary, confidentiality

8. Creating an effective thinking environment

9. Supporting effective dialogue Positive behaviours Advocating our view – Influencing/persuasion Listening/exploring – Looking to learn from others – Respective challenging; with intent to explore Facilitating/chairing and coaching – Bringing in the views of others – Challenging the group to think outside of accepted wisdom Negative behaviours Dominating the discussion Not listening to or considering other people’s views Disengaging

10. 5 conditions for creating a high performance culture in the sport 1.Clear focus & ambition - Engage people behind a clear, meaningful purpose and set of challenging goals/ambitions 2.Performance insight - Define what success depends on i.e. the key leavers/ enablers of success 3.Engagement and autonomy - Once people understand what is expected of them, free them to innovate, use their initiative, and listen to their thinking 4.Instil a disciplined approach to continuous review & learning - Maintaining focus, driving learning and innovation, building momentum 5.Make collaboration a defining strength - Particularly across traditional boundaries