Julie Garland-McLellan
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About Julie Garland-McLellan
I love the boardroom. There is something magical that happens when a group of diverse people with a common aim and shared responsibility apply their different insights and ideas to make a business succeed. There are, as with any magic, some basic principles and skills that directors need to learn. I have been fortunate that, while I was waiting for my board portfolio to grow into a full-time occupation, friends who knew of my interest in governance asked me to run workshops for their boards. I was delighted!
With each workshop I found I had to study more and also that I was learning from the participants as much as they were learning from me. Over time my hobby developed into a small consulting business that focused on boards and directors with practical advice on issues they faced in their boardrooms. As it employs only me the business can choose to do work that I find exciting and avoid anything else. Now I spend half my time consulting and the rest working as a professional director on a portfolio of boards.It is, for me, the perfect balance.
About five years ago I was helping (or trying to help, if I am honest) a board that had a difficult problem caused by relationships between board members. I had very little idea of how to advise them. As most directors do, I turned to my friends for advice. The responses I got differed widely and I was so amazed at the range of possible responses suggested from a group of experts that I cut and pasted them together and emailed them back to everyone. The "Director's Dilemma" newsletter was born as a result; everyone enjoyed reading the different responses and a few people suggested problems of their own that we could address next. Now the newsletter is professionally published, read all around the world, and has generated two books of practical real life case studies that are enjoyed by boards and their advisers from Australia to Zimbabwee.
I thoroughly enjoy writing about boards and have been fortunate that others seem to enjoy reading what I write. The best reward of all is when a total stranger writes to say that something in a book or newsletter has helped them to face an issue and develop a unique but sound solution. That is, after all, what boards and directors are supposed to do.
Oh - for those readers who like to see academic credentials I have - an Executive MBA from Instituto de Empresa in Madrid, an Advanced Diploma and a Diploma of Company Directorship from the Australian Institute of Company Directors and an honours degree n Civil Engineering from City University in London.
With each workshop I found I had to study more and also that I was learning from the participants as much as they were learning from me. Over time my hobby developed into a small consulting business that focused on boards and directors with practical advice on issues they faced in their boardrooms. As it employs only me the business can choose to do work that I find exciting and avoid anything else. Now I spend half my time consulting and the rest working as a professional director on a portfolio of boards.It is, for me, the perfect balance.
About five years ago I was helping (or trying to help, if I am honest) a board that had a difficult problem caused by relationships between board members. I had very little idea of how to advise them. As most directors do, I turned to my friends for advice. The responses I got differed widely and I was so amazed at the range of possible responses suggested from a group of experts that I cut and pasted them together and emailed them back to everyone. The "Director's Dilemma" newsletter was born as a result; everyone enjoyed reading the different responses and a few people suggested problems of their own that we could address next. Now the newsletter is professionally published, read all around the world, and has generated two books of practical real life case studies that are enjoyed by boards and their advisers from Australia to Zimbabwee.
I thoroughly enjoy writing about boards and have been fortunate that others seem to enjoy reading what I write. The best reward of all is when a total stranger writes to say that something in a book or newsletter has helped them to face an issue and develop a unique but sound solution. That is, after all, what boards and directors are supposed to do.
Oh - for those readers who like to see academic credentials I have - an Executive MBA from Instituto de Empresa in Madrid, an Advanced Diploma and a Diploma of Company Directorship from the Australian Institute of Company Directors and an honours degree n Civil Engineering from City University in London.
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The post Will beneficial ownership registers spread around the World? appeared first on Boards of Directors.
6 years ago Read more -
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The post Will beneficial ownership registers spread around the World? appeared first on Boards of Directors.
6 years ago Read more -
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The post Governing an entrepreneur – a dilemma appeared first on Boards of Directors.
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The post Can a director serve two interests? – a dilemma appeared first on Boards of Directors.
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The post When a director knows what isn’t in the papers – a dilemma appeared first on Boards of Directors.
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The post Should the MD have a vote? – a dilemma appeared first on Boards of Directors.
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The post Association boards and conflicts of interest – a dilemma appeared first on Boards of Directors.
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Blog postGrant Thornton have issued their annual Corporate Governance Review for 2012; which is a review of the annual reports of the FTSE 350 to analyse their compliance with the UK Corporate Governance Code. The headline grabbing figure is that full compliance with the Code has hit a plateau, with 51% of the FTSE 350 being […]
The post 51% compliance with the UK Corporate Governance Code appeared first on Boards of Directors.
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Blog postCan you advise Stuart?
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Blog postCan you advise Stuart?
Stuart is a well-respected professional company director who has developed a prominent profile in his industry. He is president of the industry association and has recently been appointed to chair the board of a government owned organisation that is a highly important part of the industry ecosystem.
He has been pleasantly surprised by the diligence and contribution of his directors and the professional expertise of the CEO and management team. He also lo9 years ago Read more
Titles By Julie Garland-McLellan
Dilemmas, Dilemmas: Practical Case Studies for Company Directors (Directors Dilemmas Book 1)
Jan 6, 2010
$9.99
A book of practical case studies for professional company directors and students of directorship. Each case study highlights an aspect of board performance and provides multiple insights on how to approach and solve the issues.
Each case study has at least three answers provided by experts from around the world with knowledge of the subject matter.
Each case study has at least three answers provided by experts from around the world with knowledge of the subject matter.
Other Formats:
Paperback
includes VAT*
Not-For-Profit Board Dilemmas: Practical Case Studies for Directors in the Non-Profit Sector
Nov 19, 2015
$9.99
A book of practical case studies to help directors on not-for-profit boards to build skills and judgement.
Why do people join the boards of not-for-profit organisations? Enthusiastic, altruistic and generous people give their time and effort to make a success of organisations in the arts, sports, health, education, religious and other sectors. The work is unremunerated, yet rewarding; tiring yet energising; risky yet necessary.
The reasons for supporting any particular cause are many. So are the events that can, will and do happen inside the boardroom. Events that can see directors jailed, fined, and publicly vilified or praised, respected, and promoted. Good judgment can make the difference.
Nobody knows what to expect in the boardroom. Stuff happens. Directors need to respond to the circumstances. They need to be aware of the people, the environment and the legal requirements of their role. They need to build success. These organisations are too important to fail. Directors need to guide them towards sustainable success by making the right decisions, in time, every time.
Working through the case studies in this book will help directors to make better decisions.
Based on real life events in modern not-for-profit organisations these case studies will help directors to identify the key legal and practical issues and craft a winning strategy for their organisation. They are fun to read but seriously educational. Written by an international expert and with contributions from forty board practitioners this book offers practical insights and clear examples to follow.
Why do people join the boards of not-for-profit organisations? Enthusiastic, altruistic and generous people give their time and effort to make a success of organisations in the arts, sports, health, education, religious and other sectors. The work is unremunerated, yet rewarding; tiring yet energising; risky yet necessary.
The reasons for supporting any particular cause are many. So are the events that can, will and do happen inside the boardroom. Events that can see directors jailed, fined, and publicly vilified or praised, respected, and promoted. Good judgment can make the difference.
Nobody knows what to expect in the boardroom. Stuff happens. Directors need to respond to the circumstances. They need to be aware of the people, the environment and the legal requirements of their role. They need to build success. These organisations are too important to fail. Directors need to guide them towards sustainable success by making the right decisions, in time, every time.
Working through the case studies in this book will help directors to make better decisions.
Based on real life events in modern not-for-profit organisations these case studies will help directors to identify the key legal and practical issues and craft a winning strategy for their organisation. They are fun to read but seriously educational. Written by an international expert and with contributions from forty board practitioners this book offers practical insights and clear examples to follow.
Other Formats:
Paperback
includes VAT*
$9.99
A book of practical hints and tips for making successful board presentations.
Boardroom presentations can gain acceptance of new strategic proposals, make sales, or build shared understanding and common identities. They are important to career success. Board protocols, behaviours, and legal liabilities may be very different from those in executive life. Understanding the boardroom environment is fundamental to presentation success.
Most information on presenting is designed to help reluctant presenters to survive their ordeal. Very little is written or taught about how to excel and how to meet and surpass the expectations of highly discerning corporate audiences. Yet that is what boardroom presenters must do.
This book provides practical skills that will help you to make your boardroom presentations successful.
Written by an internationally acclaimed expert on corporate governance and filled with real life anecdotes and helpful tips, this book is a 'must read' for any executive who aspires to succeed in presenting at the highest corporate level.
Boardroom presentations can gain acceptance of new strategic proposals, make sales, or build shared understanding and common identities. They are important to career success. Board protocols, behaviours, and legal liabilities may be very different from those in executive life. Understanding the boardroom environment is fundamental to presentation success.
Most information on presenting is designed to help reluctant presenters to survive their ordeal. Very little is written or taught about how to excel and how to meet and surpass the expectations of highly discerning corporate audiences. Yet that is what boardroom presenters must do.
This book provides practical skills that will help you to make your boardroom presentations successful.
Written by an internationally acclaimed expert on corporate governance and filled with real life anecdotes and helpful tips, this book is a 'must read' for any executive who aspires to succeed in presenting at the highest corporate level.
Other Formats:
Paperback
includes VAT*
Dilemmas, Dilemmas II: More Practical Case Studies for Company Directors (Directors Dilemmas Book 2)
Mar 1, 2012
$7.72
This book by one of Australia's leading boardroom experts allows directors to practise and develop their judgement.
Contributions from international governance experts, including directors, advisers, consultants, and academics provide insights that extend and enhance the ability of the reader to respond to situations that arise in boardrooms. Directorship is about judgement and this book provides a range of responses from which readers can rapidly assess and enhance their own responses to more effectively meet the challenges of their own board roles. These case studies are drawn from real life. They are up-to-date, entertaining and educational. They will make you a better director!
With contributions from around the world and examples of applying good governance to commercial, family, not-for-profit and government sector boards this book is an authoritative and comprehensive source of inspiration for both experienced and aspiring directors.
Contributions from international governance experts, including directors, advisers, consultants, and academics provide insights that extend and enhance the ability of the reader to respond to situations that arise in boardrooms. Directorship is about judgement and this book provides a range of responses from which readers can rapidly assess and enhance their own responses to more effectively meet the challenges of their own board roles. These case studies are drawn from real life. They are up-to-date, entertaining and educational. They will make you a better director!
With contributions from around the world and examples of applying good governance to commercial, family, not-for-profit and government sector boards this book is an authoritative and comprehensive source of inspiration for both experienced and aspiring directors.
Other Formats:
Paperback
includes VAT*
$9.99
Start-up businesses have their own special vocabulary which a founder, funder, vendor, employee or director must understand and use with skill. Speaking fluent start-up is particularly important when seeking external investors or sophisticated industry partners.
This glossary of start-up terminology definitions was prepared by Julie Garland McLellan. It is a good humoured guide to, and not a definitive legal ruling on, the current commonly understood meaning of the terms included.
Julie Garland-McLellan is a company director and chairman with experience on a range of not-for-profit, public sector and commercial boards, both listed and private. She has experienced start-ups, turnarounds and everything in between!
This glossary of start-up terminology definitions was prepared by Julie Garland McLellan. It is a good humoured guide to, and not a definitive legal ruling on, the current commonly understood meaning of the terms included.
Julie Garland-McLellan is a company director and chairman with experience on a range of not-for-profit, public sector and commercial boards, both listed and private. She has experienced start-ups, turnarounds and everything in between!
Other Formats:
Paperback
includes VAT*
$9.99
A book of practical case studies for professional company directors and students of directorship. Each case study highlights an aspect of board performance and provides multiple insights on how to approach and solve the issues.
includes VAT*