A good series of reports from the tomorrow's good governance forum. I would recommend all of them for anyone involved with Corporate Governance

As Financial Controller of an SME where the CFO position is at group level, I am the financial representation at our executive team meetings.
I found this report a really great reminder about what conversations and discussions we should be having at our fortnightly meetings. I think that we often end up relaying to the other exec members about what has been happening in our respective departments. There is certainly discussion on the future but I believe we are guilty of too much discussion on past event and operations. It is often too much of a show-and-tell with the 'show' being reports. The reminder that reflection and quality discussions, which are forward thinking, are more critical is useful and one that I shall definitely be highlighting at our next meeting.
I am lucky to be in an exec team which does have a strong sense of shared commitment and accountability but our meetings are chaired by our strong willed MD who has a Sales background, so strategic decisions are often based on what he believes with be a good product to sell and what he believes will be well received by the market. We do discuss the commercial and financial aspects but it often comes back to his 'instinct' regardless of those findings.
This article reminded me to be more vocal and stronger in highlighting the other considerations to avoid groupthink and risk blindness. Healthy conflict is not lacking in our exec group, and it is done with a positive and pleasant attitude which is good. 

In our next exec meeting, I am not going to discuss a report of past operations (year to date income statement will be a one line comment) but focus and discuss the reforecast full year expectations and highlight the shortfalls and risks and ensure that these get sufficient airtime for quality discussions.

A very useful article which backs up some of the good and bad experiences I've had

It is essential that participants of board meetings are prepared and ready to listen to other members

A good chair will listen to all opinions not just form the dominant personalities or higher level members of the team and allocate time accordingly

Equally important is that information delivery is clear and concise and free from ambiguity

I could relate strongly with this article. Many of the boardroom deficiencies that are highlighted in it exist in my organisation. The article contains some interesting remedies to these deficiencies. I will consider promoting these remedies.

I could relate strongly with this article. Many of the boardroom deficiencies that are highlighted in it exist in my organisation. The article contains some interesting remedies to these deficiencies. I will consider promoting these remedies.