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Examines the disturbing facts as revealed by a programme of studies of directors and boards. Directorial qualities and competences are distinct from the skills that are sought in managers. Nine out of ten directors received no formal preparation for their boardroom appointments; there is little consensus concerning the contribution expected from members of boards; only one in eight boards operates any form of periodic and formal appraisal of personal effectiveness in the boardroom; and three‐quarters of chairmen believe the effectiveness of their companies′ boards could be improved. Examines the role of the board, what makes a “good” director, and what should be done to improve the competence of company directors and the effectiveness of boards. Argues that the distinction between direction and management needs to be better understood, and that the chairman should take responsibility for director competence and board effectiveness. All directors should be made aware of their duties and responsibilities, and the boardroom contributions of individual directors should be assessed annually by the chairman. The board should examine its own effectiveness at least once a year.

In some respects traditional leadership is not working. The aim of this two‐part paper is to summarise key findings of a five year investigation into quicker and more affordable routes to creating high performance organisations. It identifies some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This first part introduces “new leadership” and performance support.

A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

“New leadership” is less about “top‐down” leading and more about providing “bottom‐up” support, particularly of those who contribute to key corporate objectives. It requires a different balance and focus in a number of areas and can be facilitated by the strategic adoption of performance support which can deliver multiple benefits and offers a quicker and more affordable route to the high performance organisation.

Further investigation is required of the implications of the findings for people and organisations.

A cheaper and more cost‐effective alternative to expensive, lengthy and disruptive change and transformation programmes has been demonstrated which can deliver essential elements of “new leadership”, boost performance, cut costs, reduce risks and stress, ensure compliance and generate high returns on investment. Despite its advantages the more widespread adoption of “new leadership” and performance support might require a re‐energising of corporate boards.

There is potential for making difficult jobs easier and less stressful for many people.

The paper summarises the main findings of an investigation that has identified a requirement for “new leadership” and an approach which if strategically adopted can facilitate its introduction. Important aspects of the shift of emphasis and focus required by “new leadership” are identified, along with the central contribution that performance support can make to its beneficial adoption.

A British Institute of Management report has revealed that most European organisations are focusing their attention on customer satisfaction. It suggests that everyone is responsible to the customer and that viewing their products/services through their customers' eyes is the way forward.

Reports on a survey, carried out by the British Institute of Management, which shows that to survive, organisations have to be more responsive to employee and customer needs. Asserts the successful management of relationships is critical to business success. Discusses management and customer issues. Records the findings of the BIM survey. Concludes that major corporations operate in an unstable world making them more vulnerable to competition and challenges beyond their control. Understanding these changes requires an awareness of underlying concerns and values. Asserts there is no single path to quality but common to all winning companies is that they view continuous improvement as never‐ending. The focus should be upon the customer throughout.

Summarizes the findings of three recent surveys. Presents the management qualities required for successful corporate transformation, and stresses the importance of both clear vision and top management commitment.

Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five-year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives.

A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders.

Culture change is neither necessary nor desirable where there are quicker, practical and affordable ways of altering behaviours while organisational cultures remain unchanged. It might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as culture change and adopt a quick, focused and cost-effective alternative that can quickly deliver multiple benefits for people and organisations.

This paper summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents and evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

Creating a more responsive organisation and securing flexible access to skill is becoming a critical success requirement. Large bureaucratic organisations are becoming aware of the vulnerability of size where it is not accompanied by responsiveness and flexibility. Skill shortages have become a limiting factor. People today have an unprecedented choice of for whom, how and where they work. There are many special human situations which can be addressed by a new pattern of work such as telecommuting. Organisations should not impose particular patterns of work on people. Instead, using information technology as appropriate, they should allow people to work in whatever ways best enable them to contribute. To do this may require a new approach to skill management strategy. The successful implementation of a new pattern of work such as telecommuting requires great care and an understanding of its distinctive features. Preparation for telecommuting should involve both the telecommuters themselves and those who manage them.

The purpose of this paper is to share the findings of investigations into the competences that an effective director should have. It draws upon the findings of surveys of director development undertaken by the author and others and the author's experience of advising over 100 boards on director and board development.

The surveys examined have mainly involved UK directors and unitary boards. The situation might be different in other countries. It would be helpful if more studies were undertaken of director and board development in other contexts and involving different board structures, e.g. two tier or management and supervisory boards.

The findings suggest it is possible to identify, categorize and prioritize the competences that directors require to be more effective in their roles. Trainers and developers interested in addressing directorial competence requirements need to understand the distinction between direction and management, and between deficiencies that require individual and collective action, the boardroom context and concerns directors may themselves have about the assessment of their competences. There are certain questions they need to ask to assess the development requirement.

The competences of individual directors and those of the board as a whole should be periodically reviewed, particularly as the membership of a board changes and it faces new challenges. Trainers and developers can address this requirement by sensitively handling any concerns directors may have about the process used.

The paper highlights the nature of the competences required by a competent director and the challenge of assessing, categorizing, prioritizing and addressing competence deficiencies. The paper should be of value to those who support directors and boards and have an interest in improving the competence of directors and the effectiveness of boards.

Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives.

A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders.

Many general corporate culture change programmes, HR policies and associated training may be unnecessary and counter-productive if the aim is to quickly change specific behaviours in particular areas. They might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. Performance support which integrates learning and working can be a cost-effective way of changing behaviour, ensuring compliance, enabling people to innovate and remain current and competitive, and delivering multiple objectives without requiring a change of culture or structure.

Summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents an evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

In some respects traditional leadership is not working. The two‐part paper summarises key findings of a five‐year investigation into quicker and more affordable routes to creating high performance organisations. The purpose of this paper is to identify some aspects of the “new leadership” that is required and how the strategic adoption of performance support can facilitate the changes required and deliver multiple objectives. This second part aims to consider implementation requirements.

A programme of critical success factor, “issue” and other surveys was complemented with a five year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

“New leadership” is less about “top‐down” leading and more about providing “bottom‐up” support, particularly of those who contribute to key corporate objectives. It requires a different balance and focus in a number of areas and can be facilitated by the strategic adoption of performance support, which can deliver multiple benefits and offers a quicker and more affordable route to the high performance organisation.

Further investigation is required of the implications of the findings for people and organisations.

A cheaper and more cost‐effective alternative to expensive, lengthy and disruptive change and transformation programmes has been demonstrated which can deliver essential elements of “new leadership”, boost performance, cut costs, reduce risks and stress, ensure compliance and generate high returns on investment. Despite its advantages the more widespread adoption of “new leadership” and performance support might require a re‐energising of corporate boards.

There is potential for making difficult jobs easier and less stressful for many people.

The paper summarises the main findings of an investigation that has identified a requirement for “new leadership” and an approach, which, if strategically adopted, can facilitate its introduction. Important aspects of the shift of emphasis and focus required by “new leadership” are identified, along with the central contribution that performance support can make to its beneficial adoption.