Governance Board - Seerden Board Partners

NZ $200,000 Dismissal Threshold: What Boards Need to Know

June 9, 2026June 6, 2026 by Andrew Seerden

A man and a woman in business attire conducting a 'fireside chat' in a professional boardroom, illustrating the shift in New Zealand board governance for high earners under the Employment Relations Amendment Act 2026 $200,000 remuneration threshold, which replaces rigid performance procedures with strategic leadership dialogues.

How does the NZ $200,000 dismissal threshold change your board’s approach to senior staff management? The NZ $200,000 dismissal threshold, introduced in the Employment Relations Amendment Act 2026, removes statutory … Read more

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Family Office Governance compared to Business Governance

May 30, 2026 by Andrew Seerden

A split-screen comparison showing the differences between Family Office and Business Governance; the left side features a high-tech modern corporate trading floor, while the right side depicts an older patriarch and a younger man reviewing a historical map in a classic study.

How does family office governance differ from business board governance? Family office governance and traditional business governance operate on fundamentally different principles. While a business board prioritises shareholder returns and … Read more

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Is your Board Evaluation actually doing its job?

May 24, 2026May 23, 2026 by Andrew Seerden

conceptual split-image illustrating Board Effectiveness Evaluation; the left side shows a mechanic in a blue uniform inspecting a luxury car with a checklist, while the right side shows a close-up of an "Annual Evaluation" document stamped with the word "SEDATIVE" in red ink.

What makes board evaluations actually work? A board evaluation has one job: it must tell you whether the board is making the company stronger. If it cannot answer that question, … Read more

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CEO Board Relationship: Design High-Value Directors

May 17, 2026May 16, 2026 by Andrew Seerden

A wide-angle, medium shot of a diverse and dynamic corporate boardroom meeting in a modern high-rise office, featuring nine business professionals. The center figure is a smiling African American woman leader standing behind a long wooden conference table, with other diverse executives seated around it and several others, including men and women, standing behind her, creating a supportive group composition. Large windows provide a view of a city skyline. Overlaid in large, white, centered text is the phrase: "THE BOARD YOU HAVE IS THE BOARD YOU CREATED".

What determines the CEO board relationship you actually get? The CEO board relationship you design determines the value your board delivers. Passive boards, rubber-stamping decisions, and wasted director talent all … Read more

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How to Call Foul in the Boardroom Without Burning Bridges

May 17, 2026May 9, 2026 by Andrew Seerden

$A dramatic boardroom scene where an older woman and a younger man face each other across a fractured wooden table. Neon signs for "SILENCE" and "KINDNESS" glow in the background, illustrating the "radical candor" gap and the challenge of calling a foul in the boardroom without burning bridges.$

How can directors speak up in board meetings without burning bridges? Calling foul means challenging weak decisions, drift, or dysfunction without making it personal. The professional method is structured, not … Read more

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Culture Is Not a Feeling. It Is a Number.

May 17, 2026May 2, 2026 by Andrew Seerden

A 3D bar chart and line graph floating above a boardroom table, contrasting "REVENUE" with a glowing red "CULTURE" line. This visual metaphor illustrates that organizational culture is a leading indicator of financial performance, and a decline in culture often precedes a drop in revenue.

How Do You Measure Culture as an Operational Variable? Culture is not a soft concept. It is an operational variable. And if you are not measuring culture, you are managing … Read more

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Governance Does Not Live in the Boardroom. It Lives in the Gap.

May 17, 2026April 25, 2026 by Andrew Seerden

A split-screen image comparing an airplane cockpit to a corporate office, with the text "GOVERNANCE LIVES IN THE GAP" centered across both. This visual metaphor illustrates that governance is the vital link between high-level strategic navigation and day-to-day operational execution.

Where does governance actually live in your organisation? Governance does not live in the boardroom. It lives in the behavioural space between the executive team and the board. And that … Read more

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Is Culture Alongside Strategy, or Part of It? The Answer Will Reshape How You Lead

May 17, 2026April 18, 2026 by Andrew Seerden

A split-screen comparison of organizational culture: on the left, "HARDENED CULTURE" is shown as cracked, barren earth where a seed cannot grow; on the right, "HIGH-ENGAGEMENT CULTURE" is fertile soil where a plant flourishes. Text at the bottom reads: "CULTURE IS THE GROUND WHERE STRATEGY TAKES ROOT," illustrating why strategy fails without a supportive cultural foundation.

How does culture shape strategy execution? Strategy defines what an organisation wants to achieve. Culture determines whether it gets there. In late 2021, the Ports of Auckland scrapped a $65 … Read more

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What Good Board Papers Actually Look Like – and Why Most Miss the Mark

May 18, 2026April 11, 2026 by Andrew Seerden

A digital display in a modern office showing "The ABC Rule" with the words "ACCURACY, BREVITY, CLARITY." This visual represents the gold standard for board papers and executive reporting, illustrating how high-quality information flow enables effective advisory board governance and decision-making.

What makes good board papers, and why do most miss the mark? Most board papers fail at the moment they are created. Directors receive 60-page packs 24 hours before the … Read more

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Why Boards Get CEO Succession Wrong – and What to Do Instead

May 17, 2026April 4, 2026 by Andrew Seerden

A split-screen image contrasting two approaches to leadership transition: on the left, three composed executives with tablets represent proactive CEO succession planning; on the right, a chaotic boardroom with a "VACANCY" sign and stressed directors illustrates the crisis of being unprepared. It highlights the role of an advisory board in ensuring business continuity and strategic leadership stability.

Why do boards get CEO succession wrong? Most boards know CEO succession matters. Few treat it that way. It sits on the agenda in theory. In practice, it gets deferred, … Read more

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