Edinburgh Coffee Meeting - Wednesday 25th September
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Edinburgh Coffee Meeting - Wednesday 25th September

This is the first series of Chairmans Network coffee meeting in Edinburgh kindly hosted by Kelly. A coffee meeting is a collaborative business meeting for up to 12 executives. All coffee meetings commence at 11 am with a round table of introductions from the delegates. The second half of the meeting is a discussion based around a subject brought by one of the members and/or via the host, Michael Kiely. Coffee meeting are open to both guests and members and coffee/teas are inclusive.

 Export to Your Calendar 25/09/2019
When: Wednesday 25th September
10:50 am
Where: Hotel Bar
Apex Waterloo Place Hotel
23-27 Waterloo Place
Edinburgh EH1 3BG
United Kingdom
Contact: Michael Kiely
07719972722


Online registration is available until: 24/09/2019
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The Chairman's Network is a collaborative business network designed for Chairman/Chief Executives/Entrepreneurs/Non Executives and Board Directors. We are a private members club with hundreds of members throughout the UK and Dubai.

Find out more at http://www.chairmansnetwork.com

This is the first series of Chairman's Network Coffee Meetings in Edinburgh kindly hosted by Michael Kiely.

A coffee meeting is a collaborative business meeting for up to 12 Executives. All coffee meetings commence at 11am with a round table of introductions from the delegates. The second half of the meeting is a discussion based around a subject brought by one of the members and/or via the host, Michael Kiely.

1.Positive and negative impacts that come from replacing the Chair of the Board.

The nine-year limit for chairs is putting a number of FTSE 350 companies under pressure to replace their chairs. But is this cause for concern or a good thing?

Pub chain founder Tim Martin is vehemently opposed to the idea that he should no longer sit as chair of JD Weatherspoon, after already serving 36 years in the role. Telling the Financial Times that the revised corporate governance rules, which now include a requirement that chairs step down after serving on the board for nine years, are “deeply flawed” and “institutionalise inexperience.”

2.Positive and negative factors relating to engagement in the boardroom

Theoretically, in the boardroom, the culture that you see there should be a microcosm of the organisation at large and if you’re thinking of joining a board,  it’s really important to have done your due diligence so that you have a sense of – what is the culture of the organisation you’re joining?

And when we talk about culture, we talk about ‘how do things get done around here?’ – what behaviours; what are the unwritten rules as to how debates and discussions [take place], who talks first, who makes what contribution, how do things really work?

It’s really important to understand that so that you can decide whether that’s a culture that you will fit into, which you want to be involved in and that you can have an impact and make a difference in that boardroom.

3.How is your company designed?

“Why does your business behave the way it does and how can you make it behave differently?” would you answer “design?” Very few people — even management experts — would. But the fact is that how your organization is designed determines how it performs. If you want to improve organizational performance, you’ll need to change the organizational design. And the heart of the organizational design is its structure.

All coffee meetings are open to both guests and members and coffee/teas are inclusive. 

We look forward to meeting you or reconnecting. 

 

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