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Past Programmes

4 CPD points 8 RCH

A Delicate Balance – Board & Management Relationship

Anne Abraham​ ICDM Faculty​ & Fellow, FCA,​ Chairperson & Founder of LeadWomen

RM 1,500.00 (STANDARD)
RM 1,200.00 (ICDM MEMBER)
PER PERSON (exclusive of 8% SST)

Programme Overview

Diversity on any board simply aims to expand the spectrum of ideas and knowledge demographics, attributes and characteristics in the boardroom. To achieve success, a diverse board of directors must include a variety of perspectives, skills, ages, genders, cultures, and ethnicities.​​

When organisations can deploy a range of perspectives and ideas effectively, boards and management teams have more ways and options for problem solving and hedging the unexpected. Central to the board & management relationship is a clear mutual understanding of roles, delegations and boundaries which allows each party to respect the other’s responsibilities, contributions and expectations.​

When there’s no alignment between the board and the management, conflicting agendas lead to a lack of growth and disrupted decision-making. Boards might fall into the trap of interfering with the management processes, effectively assuming the roles of senior management. And in times when the boundary between oversight and management is thin, boards might fail to succinctly challenge the management for fear of interfering with the management’s duties.​​

Board-management effectiveness is characterised by two-way information sharing, constructive debate and commitment to strategic direction. Generally, the board has to challenge management to facilitate organisational effectiveness. They expect management to understand and accept that the board’s role is to monitor and question, probe issues, seek clarification, offer insight and share its knowledge and experience. Presence of independent directors will also bring greater objectivity and independence to the decision -making process, and higher visibility of next level of management will provide the opportunity to build relationships, provide guidance and identify talent for the succession pool.

Learning Outcomes

  • Recognize the motivations and what it takes for positive dynamics
  • Assess how structure, culture, and behaviours affect group dynamics
  • Demonstrate ability to positively impact dynamics to increase board effectiveness

Who is this Programme For?

  • Developing or Emerging Directors
  • Directorswith a tenure between 3 –5 years

Programme Agenda

Thursday | 27 June 2024

9.00am Welcome and Introductions
9.05am Key Relationships and Expectations
9.25am Understand Individual and Team Motivations
10.30am Break
 10.45am Influences on Board Dynamics
 12.00pm Impact of Dynamics on Decision Making/Conflict
12.50pm Key Takeaways & Conclusion
01.00pm Close


Anne Abraham

Anne Abraham
ICDM Faculty​
& Fellow, FCA,​
Chairperson & Founder of LeadWomen

Anne Abraham was a corporate leader from the technology industry for more than 20 years before she founded LeadWomen Sdn Bhd, a consulting and training company in 2011. It started with a focus on gender diversity and has since evolved over the years into the space of the greater diversity, equity and inclusion. She has always been a strong advocate for gender balanced leadership, and hence her work now centers on creating equitable workplaces and boardrooms for all to thrive.

Recognised as a thought leader in diversity and inclusion, both locally and regionally, a frequent speaker, facilitator and moderator in leadership events.

  • Chairperson and Founder, LeadWomen Sdn Bhd
  • Member of Audit and Nomination Committee for the Board of Metrod Holdings Berhad
  • Co-Founder of the Malaysian Chapter of the 30%Club (business campaign)
  • Faculty Members of Institute of Corporate Directors Malaysia (ICDM) Adjunct Professor, UNITAR