The SA, EA & PA Workshop

Background

Perhaps more than ever before, there have been increased demand on the executive assistants of Directors and top officials of organisations to demonstrate specialised skills in creating and adding value as they discharge their responsibility of supporting the C-Suite Executives to enhance the success of their organisations. In this category of vital support staff are Special Assistants, Executive Assistants and Personal Assistants, amongst others.

In performing their support roles, they are expected to be on top of the pace of change in the modern workplace, think and act proactively, communicate professionally and demonstrate mastery in managing self, boss and the stakeholders. Their effectiveness is measured by the extent to which they serve as the backbone of the C-Suite office, while facilitating and impacting Executives’ functions seamlessly.

The course is packaged to acquaint the participants with critical competencies necessary to achieve their enormous tasks. It is an exceptional response of IoD Nigeria to the demands of its members who have requested the intervention of the Institute in training their support staff, having observed the correlation between the capacity of support staff and the efficiency as well as the effectiveness of a director.

Target Participants

Special Assistants, Executive Assistants, Personal Assistants, Personal Secretaries, Team Secretaries, Project Secretaries, Administrative & Office Managers, Help Desk Administrators, Office Administrators & Supervisors and all who support the C-Suite Executives.

Objectives

At the completion of the two-module course, participants should be able to:

• Discuss the importance of their role to the achievement of ethical and corporate governance practice in the executive level environments, which set the tone.

• Explain their role in the context of executive support as aligned to the corporate objectives of the organisation

• Emplace strong teams that will facilitate executive level operations and assignments

• Manage self, boss, staff and stakeholders more effectively

• Skilfully use emotions to influence people even without authority over them.

• Apply project management techniques to deliver more effectively and efficiently on their assignments.

• Demonstrate improved communications skills, including listening, questioning and being more assertive.

• Write effective reports

• Use best practice model in handling ‘crisis’ situations, as well as getting work done with less stress.

Modular Package in Stages

Due to the intensive nature of the programme, it has been reviewed to run in three stages as follows:

Day 1 (The C-Suite, Corporate Governance and Corporate Strategy)

Day 2 (Building Skills & Competences for Executive Assistants)

Day 1 (Managing Self, Time & Boss)

Day 2 (Building Skills & Competences for Executive Assistants)

Day 1 (Visioning the C-Suite Transformation)

Day 2 (Building Skills & Competences for Executive Assistants

Young Directors Course (YDC I, II & III)

Overview

Young Directors Forum (YDF) of the Institute of Directors Nigeria is a network of young, talented and up-coming board leaders who serve as executive or non-executive directors in small and big firms across sectors of the Nigerian economy. These young directors are keen knowledge seekers who are interested in taking advantage of the IoD Nigeria platform to build capacities in corporate governance skills, practices, as well as taking advantage of access to free mentorship services, while creating strong peer networks that add value in the course of discharging their roles and responsibilities as directors. Ultimately, they are groomed to become CIoD Chartered Directors who give back to the society by mentoring others and supporting the growth of CIoD Nigeria.

 

However, in preparing them for a bigger role and possible upgrade, CIoD Nigeria has structured a modular course which will speak to their needs.

YOUNG DIRECTORS COURSE (YDC) I (INTRODUCTION TO CORPORATE GOVERNANCE & ENTREPRENEURSHIP)

YOUNG DIRECTORS COURSE (YDC) II (ENTERPRISE GOVERNANCE)

YOUNG DIRECTORS COURSE (YDC) III (MANAGING FINANCE & STAKEHOLDER RELATIONSHIPS)

Building Data-Driven & Digitally Transformed Boards

 

Background 

 In this dispensation, good business decisions are data-driven and informed by how well an organization can manage the data that it generates. Thus, there is the need for the board to be competent in data analytics so as to provide adequate oversight in business intelligence as well as business development architecture of the organization. Similarly, digitization has transformed business operations globally by improving connectivity, linkages, efficiency, effectiveness and productivity, but the associated challenges of data protection, cybersecurity and artificial intelligence still persist.  

This course is aimed at enhancing the capacity of the board in reinventing itself with data-driven decision-making process, while driving the digital transformation of the organisation on a continual basis.  

Target participants 

 Chairmen, Managing Directors, Executive and Non-Executive Directors, Board members of public and private sector organizations and institutions, members of Governing Councils of business membership organizations, Directors or Heads of ITs with responsibilities to the Board, Chief Innovation Officers, CFOs, COOs, CROs. 

Objectives 

•  At the end of the program, participants should be able to 

• Explain how data analytics may be used in business decision making 

• Discuss the roles of the board in data privacy and protection 

• Explain governance essentials with regards to cybersecurity and AI 

• Identify critical tools necessary for effective and efficient board meetings. 

Content 

• Boards, Data Analytics & Decision Making 

• Data Privacy & Protection: The Role of Boards 

• Governance of Cybersecurity & AI 

• Digitalizing Board Meetings for Effectiveness & Efficiency 

• Checklist for Future Ready Boards in a Digitally Transformed Business World   

 Training Methodology 

The program is structured as a 2-day course with 2 sessions per day. Each session has been meticulously planned to keep participants engaged with the emphasis on a highly practical and interactive approach to learning. Some of the specific methodologies that will be used include presentations, group discussions, assignments, case studies, breakout sessions, brainstorming, etc.

Board Refreshment & Remuneration

 

Background

For many reasons, a critical issue of concern in corporate governance practice has been the subject of board refreshment. Boards that refresh itself are more effective and well positioned to adapt to constant changes in the business environment. A board of directors’ ability to “refresh” itself on a regular basis gives the right mix of directors to meet both current and long ‑ term needs of the board. Beyond this, high performing boards often refresh to strengthen leadership capacity, strategic competition, risk management and digital transformation, amongst others. Doing this has not come easy to many organisations, even when extant company laws, codes of corporate governance and MEMARTS guide in this direction. In the same manner, board remuneration has always been a difficult task as it is a function of board performance and also a cost of productive refreshments of boards.

This programme is, therefore, aimed at broadening the participants’ knowledge on the modalities of refreshing boards for higher performance, as well as the issues around the right remuneration for the board. The workshop will take a deep dive on the concepts and tested practices that have worked, which directors could consider for stronger board performance.

Target participants

CEOs, Executive Directors, Non-Executive Directors, Chairmen, Members of Boards, Company Secretaries, Board Advisors, business owners, investors and shareholders in family, private and public firms. Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies. 

Objectives

At the end of the programme, participants will be able to

• State the link between board refreshment, board remuneration and board performance

• Highlight drivers and determinants of Board refreshment and board remuneration

• Identify gaps in their respective board dynamics that could impede their board performance

• Explain factors to consider while deciding board remuneration and performance

Content

• Nexus between Board Refreshment, Board Remuneration and Board’s Performance

• Drivers of Board Refreshment- Internal, External, Domestic, Global, Legal, Codes, Dispensational Shifts etc.

• Determinants of Directors’ Remuneration & How to use it for Productive Board Refreshment and High Performance

• Towards Stronger Board Performance: Lessons from Global Examples in Board Refreshment & Remuneration 

 

ESG Governance & Effective Sustainability Reporting

 

Background

Over the last decade, Environment and Social Governance (ESG) and sustainability reporting have become an increasingly important part of directors’ oversight functions. The quality of ESG report has also become a strong factor in investors’ consideration of organisations to fund. Therefore, to ensure sustainability, compliance and continuous confidence of investors, there is need for boards of organizations to equip themselves with the competencies to master the ESG framework and its seamless application in oversight functions.

 

This course is therefore, designed to build the capacity of board members to provide ESG oversight for organizations.

Target participants

Chairmen, Managing Directors, Executive and Non-Executive Directors, Board members of public and private sector organizations and institutions, members of Governing Councils of business membership organizations, COO and Company Secretaries.

 

Objectives

At the end of this program, participants should be able to:

·       Discuss sustainability principles

·       Explain the business rationales for emplacing Environmental & Social Governance (ESG) in their respective boards

·       Critique and correct ESG framework as the need arises.

·       Review sustainability reports.

 

Content

·       Overview of Sustainability Principles, Policies & Culture

·       Business Case for Sustainability and Environmental & Social Governance (ESG)

·       The ESG Framework & its application

·       The Mechanics of Sustainability Reporting

Methodology

The program is structured as a 2-day course with 2 sessions per day. Each session has been meticulously planned to keep participants engaged with the emphasis on a highly practical and interactive approach to learning. Some of the specific methodologies that will be used include presentations, group discussions, assignments, case studies, breakout sessions

Board’ Role in Succession Planning

Background

It is often said that failure to plan is tantamount to planning to fail. This is true of organisations in the area of succession planning. A board that fails to have an effective succession plan in place puts the company at risk. This is because a sudden departure of an executive or individuals occupying key positions, for plausible or implausible reasons, may jeopardize organization’s operations, performance, net worth and the bottom line. Considering that refreshing executive leadership can be particularly challenging, every board needs to put in place a strong succession plan to mitigate the risk of organisational destabilisation that often attend lack of (or weak) succession plans. 

This course is designed to build the capacity of boards to effectively develop and deploy succession plan that will help to position an organization for seamless improved operational performance in times of departure of key office holders.

 

Target participants

Chairmen, CEO, Executive Directors, Non-Executive Directors, Members of Boards, Company Secretaries, Boards Advisors Directors of HR and HR Consultants, General Managers with cognate status for HR responsibilities, business owners, investors and shareholders in family, private and public firms. Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies. 

 

Objectives

At the end of this program, participants should be able to:

• Highlight the role of the board in organizational succession planning

• Discuss principles, processes and practices for effective succession planning

• Provide oversight in talent and succession plan evaluation

• Manage the incidence of sudden departure of key executive member

 

Content

• Succession Planning as Board’s Strategic Role 

• Governance Principles, Processes and Practices that facilitate Effective Succession Planning

• Managing the Pillars of Seamless Succession – Risk, Change, Talent and Periodic Plan Evaluation 

• How Boards Develop the Executive and Non-executive Leadership Pipelines for Smooth Succession

Methodology

The program is structured as a 1-day course. The program is planned to keep participants engaged with the emphasis on a highly practical and interactive approach to learning. Methodologies that will be employed include presentations, group discussions, assignments, case studies, breakout sessions, brainstorming, etc.

Becoming a High Performing COO & CFO Workshop

Background

Of the C-Suite executives, the prime place of the Chief Operating Officer (COO) and Chief Finance Officer (CFO) of an organisation is well acknowledged. This is because they bring to bear immense technical input in boards and management decision making process. In addition, they facilitate seamless implementation of strategic and operational action plans.

However, beyond this, the changing business times and paradigms is making demand on their ability to lead and operate in diverse, challenging and undefined roles. They now need to help in shaping overall strategy and direction, partnering and supporting other parts of the business to boost performance. In his type of situation, only the COO or CFO that excels in knowledge and competences will be able to add optimal value to an organisation.

It is in appreciation of this reality that IoD Nigeria has specifically designed this programme to horn the skills and competencies of participants so they may become more impactful and high performing in their organisations. The course will offer great insights into the complexities and leadership challenges that today’s COOs and CFOs face, while helping to develop the knowledge and skills required to be effective in service.

OBJECTIVES

At the end of the course, participants will be able to:  

• Discuss the COO’s and CFO’s role in contributing significantly to profitability through value chain innovation, cost and operational risk management

• Contribute to building organisational culture that facilitate operational effectiveness

• Discuss the content of COOs & CFOs as leaders of the organisation and as strategic achievers that add value to the board and other critical stakeholders

• Explain contemporary challenges in global business environment and how they impact the COOs and CFOs functions.

TARGET PARTICIPANTS 

• Existing and aspiring COOs and CFOs, as well as their immediate direct reports, Directors of Operation, of Finance or those who act in that capacity; Senior and Principal Managers being prepared for the role in the near term.

• Heads of Operations; Control; Sales, Marketing and Business Development; Change Management; Strategic Management; IT and Information Management /Chief Information Officers; Risk Management/Chief Risk Officers,

• Heads of Research & Strategy, analysts, treasurers, controllers, and those in financial planning and analysis; Direct supervisors of CFOs such as the CEO or DMD who needs to know the intricacies to supervise and top management staff whose functions revolve around financial metrics, competitive analysis and financial as well as business restructuring.

CONTENTS  

• How the COO and CFO Drive Strategy & Build the Culture of Operational Effectiveness

• COOs & CFOs Role in Achieving Profitability through Cost Effectiveness, Operational Risk Management and Value Chain Innovations

Building High Performing Board

BACKGROUND

Findings on board practices in the recent years have established a strong correlation between board’s performance and board’s refreshment, otherwise known as board renewal (e.g. ISS 2016-2017 Global Policy Survey). It is also proven that boards that refresh or renew itself are more effective and well positioned to adapt to constant changes in the business environment as opposed to boards that are static and stagnant. 

In view of this, it is incumbent on organisations to invigorate their boards in a timely manner with proper mix of new directors that bring on board fresh ideas to meet both the current and long‑term needs of the board, the company, shareholders and all stakeholders. Beyond this, high performing boards often refresh to strengthen leadership capacity, strategic competition, risk management and digital transformation, amongst others. Doing this has not come easy to many organisations, even when extant company laws, codes of corporate governance and memarts guide in this direction. Then there comes the big puzzle of board remuneration both as a variable of board performance and as a cost of productive refreshment of boards.  

This programme is aimed at broadening the participants’ knowledge towards becoming a high performing board, as well as the issues around the right remuneration for the board. While one size does not fit all, the workshop will take a deep dive on the concepts and tested practices that have worked, which directors could consider for stronger board performance.  The methodology to be deployed embodies both slide presentation and interactive discussion. Also, multiple case studies and examples from other jurisdictions and related industries will be debated to deepen insights and understanding on the subject matter.  

EXPECTED PARTICIPANTS

CEOs, Executive Directors, Non-Executive Directors, Chairmen, Members of Boards, Company Secretaries, Board Advisors, business owners, investors and shareholders in family, private and public firms. Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies. 

PROGRAMME OBJECTIVES

At the end of the programme, participants will be able to:

• Develop and explain Key Performance Indicators (KPIs) for boards

• Carry out a detailed breakdown of boards’ architecture for boosting performance

• Debate ideas and perspectives on board dynamics and culture

• Provide quality input into decision making process on board remuneration that facilitate high performance

 PROGRAMME CONTENT

• Overview of Boards’ “Key Performance Indicators” (KPIs): The Generic, the Customized and the Competitive

• Board’s Instruments, Tools, Procedure and Practices for Bosting Performance 

• Drivers of Board Refreshment- Internal, External, Domestic, Global, Legal, Codes, Dispensational Shifts etc.

• Boosting Board’s Performance through Effective Board Dynamics & Culture
  
  

Etiquette and Emotional Intelligence for Board's Peak Performance

Background

How may boards of diverse minds, different personalities and seemingly opposing perspectives build timely consensus and speak with one voice on a good direction that organisations should take per time? The answer lies in irectors’ disposition, conduct, their respect for boardroom protocols and individual’s sense of emotional intelligence. Boards that pay little attention to these are known by their litany of squabbles, unhealthy camaraderie and, at best, constantly long argumentative meetings that yield little or no productive decisions. In the final analysis, the performance of such boards is weak, if not poor, and the organisation pays dearly for it. To avert this pitfall, perceptive organisations go beyond the teaming nuggets- probably given during board inductions- by exposing their directors to structured capacity enhancement training on improved etiquette and emotional intelligence on the board.     

This programme is specially packaged to acquaint participants with a high standard of conduct that their role on the board calls for, in addition to established legal and ethical principles. Among other things, participants will enhance learning on etiquette for board meetings, deepening mutual trust and respect for the board protocol, as well as for one another, how to participate in discussion, contribute to debate, and disagree with opinions in a constructive manner, as well as apply stronger emotional intelligence to manage self and others on the board.  

Target Participants 

Chairmen, Managing Directors, CEOs, Executive Directors, Non-Executive Directors, Board Members of Private and Public Sector Organisations, Company Secretaries, Board Advisors, Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies. 

Objectives

At the end of the course, participants will be able to:

• Highlight etiquettes that make for directors’ effective performance on the board

• Discuss the etiquettes that directors should apply before, during and after board meetings 

• Describe different communication styles during meetings and match what to say with how to say it 

• Apply emotional intelligence and better knowledge of personality profiles as directors

Contents

• Eleven Leading Etiquettes of Highly Performing Board Directors

• Proper Board Meeting Etiquettes- (Before, During & after Meetings) 

• Mastering Boardroom Languages and Communication Styles 

•  How to Apply Emotional Intelligence & knowledge of Personality Profiles on the board
  

Directors and the Future of Business: Cybersecurity & AI

Background

That cyber-attacks have become a global business risk is a statement of fact. Not only can these dangerous attacks wipe off huge investments within minutes, but they also have the potential to impact national security, economic growth, and long-earned consumer confidence. Today, every organization, regardless of size or geographic location, is a potential target. Preparing for and responding to this growing threat is necessary and it is an executive responsibility.

Organizations that are the most prepared to mitigate cyber risks have executives that are aware and informed of the current cybersecurity threat environment. In this light, Executives and Boards of Directors set policy, approve budgets, and provide oversight and leadership. Setting the tone from the top is essential. Also, being abreast of developments in Artificial Intelligence (AI) is paramount. 

Cybersecurity risk management is not primarily an IT issue. It is a cross-departmental responsibility that requires executive leadership and support. It is an organizational imperative.

The course is specially packaged to deepen the insight of directors and top management executives on the manifold dimensions of cyber-attacks and the attendant risks, as well as how the Board and Management may manage or prevent the risks from crystallizing.

Target Participants

Chairmen, Directors, CEOs, Executive and non-executive Directors, CFOs, COOs, Company Secretaries, Legal Advisers and top management executives.  

Objectives

Director and the Future of Business Program aims to enhance an organization’s ability to prepare for and respond to cyber-attacks and new technologies by keeping Executives and Boards of Directors up to date on the latest cybersecurity landscape.

Contents

• Organizing cyber management priorities

• Developing a cyber-defense & managing cyber crisis

• Building a culture of cybersecurity & managing risk

Governance of cybersecurity & Artificial Intelligence

Inclusive Leadership: Fostering a Diverse and Equitable Board Culture

 

Programme Overview:

Creating and sustaining an inclusive culture may be one of the most difficult challenges in organizational leadership, but its moral imperatives, far-reaching benefits and very low risk of failure have been proven to be too great for any board to ignore in contemporary leadership. For this reason, Diversity, Equity, and Inclusion (DEI) have emerged as a global megatrend in corporate governance practice.

 

As part of its oversight roles, therefore, boards are expected to evolve pragmatic DEI policies, set goals for management on engendering an inclusive workplace, champion and drive inclusive behaviours and practices, while demanding accountability from management through periodic reports on the organisation’s DEI strategy and the extent to which it is being intentionally implemented.

 

This course acquaints the participants with fresh perspectives on the principles and practices of inclusive leadership and horn skills necessary for creating and sustaining a diverse and equitable board culture. Directors will learn the importance of diversity in leadership, the impact it has on decision-making and organizational performance, as well as the strategies for fostering a diverse and equitable work environment.

 

Programme Objectives:

• Understand the concepts of diversity, equity, and inclusion (DEI) in the context of leadership.

• Recognize the benefits of diverse perspectives on boards and organizations.

• Identify barriers to inclusivity and strategies to overcome them.

• Develop skills to facilitate inclusive conversations and decision-making.

• Create actionable plans to enhance diversity and equity within board structures.

Target Participants

CEOs, Executive Directors, Non-Executive Directors, Chairmen, Members of Boards, Company Secretaries, Advisors to boards, Business Owners, Investors and Shareholders in family, private and public firms. Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies.

Programme Contents:

1. Overview of Diversity, Equity, and Inclusion (DEI)

2. Creating & Sustaining an Inclusive Board Culture

3. DEI Action Planning and Implementation

  

AI & Boards’ Strategic Decisions in a Digital Economy

Programme Overview

In a digital economy, artificial intelligence (AI) plays an increasingly significant role in shaping strategic decisions. AI offers a wide array of tools that can help organizations make more informed, efficient, and data-driven decisions. However, it also presents several challenges, particularly as decision-making processes become more complex and dependent on technology.

The integration of AI into strategic decision-making represents both an opportunity and a risk. On one hand, businesses can gain a competitive edge by leveraging AI to make faster, more accurate decisions. On the other hand, improper implementation or over-dependence on AI could result in poor outcomes, ethical dilemmas, and the erosion of trust. So, while it could dramatically enhance strategic decision-making in the digital economy, it requires careful planning, ethical consideration, and a balanced approach that combines both human intuition and technological power.

This curriculum provides a balanced approach to how Directors could make the most of AI as a productive tool for making strategic decisions in today’s rapidly evolving digital economy.

Course Objective:

This course explores the intersection of Artificial Intelligence (AI) and strategic decision-making in the context of a digital economy. At the end of the programme, participants will be able to:

• Explain how AI technologies connect to transforming business strategies and decision-making processes 

• Discuss the ethical, organizational, and economic implications of adopting AI in business.

• Identify key strategic framework in digital economy

• Apply AI tools in business (e.g., Amazon, Tesla, Netflix)

Target Participants

CEOs, Executive Directors, Non-Executive Directors, Chairmen, Members of Boards, Company Secretaries, Advisors to boards, Business Owners, Investors and Shareholders in family, private and public firms. Top government functionaries: Ministers, Commissioners, Permanent Secretaries, officials in the Director Cadre, Chairmen and members of Boards of government Parastatals and Agencies.

Course Contents

1. Overview of AI and Strategic Decision-Making

2. AI & Strategic Considerations in a Digital Economy

3. AI, Strategic Leadership, Governance & Oversight in a Digital Economy