I have seen many common mistakes made by club boards or management committees. Do any of these relate to your club?
One growth trap I have seen is that bigger does not always mean better. Be careful that growth for growths sake make not be a mistake. The problem is that structural weaknesses in your business may mean growth will outpace your strategy.
The Board room is the nucleus of governance in any company of Not-for-profit organization. Sometimes, conflicts will arise that reduces the effectiveness of any decision making, because individual motivations affect it. How do you get harmony?
If you are a director of a business that manufactures or sells food, you may be personally liable for death or personal injury for the supply of food products. This includes proper food handling or storage, complying with food safety regulations and the regular monitoring of food contamination. You should be aware of the Australian and NZ Food Standards Code and the legislation your State of Territory that relates to this matter.
I read recently that an astonishing 65% of current Board appointments gained these from personal connections. If you are looking to become a Non-Executive Director, ask yourself: which of all my connections are valuable and how can I ask them to refer me to board opportunities?
If you want good governance at your club, perhaps consider the list above and make sure you have all of them working well or fix it. Your members deserve it, and the law demands it.
They are people who have risen through the ranks of long membership and are invited to nominate. They may be people who are looking for a challenge and have time on their hands.
I cannot add up the number of times I have ben asked to mediate over internal club board/committee conflicts. How sad to see people on the governing body, or members, arguing about personalities and minor issues instead of a focus on building a better club.
It always amazes me how many club directors do not do any training in governance (except in NSW where its is compulsory by law). There seems to be 5 myths about why they do not do it:
How much could your business really be worth, ever wondered? Now you can get an Institute of Advisors 16- page report on your business that estimates the current value of your business and provides steps to grow that valuation.
