LEADERS CHANGE ORGANISATIONS
My interest in these topics arises from my work in Education.
I've been a member of many Boards, both in Australia and internationally, and have served as a CEO in two independent schools.
Most people don't appreciate that an independent school is a business.
In my last school, we had an annual budget of over 20 million dollars, employed about 220 people, had a client base of over 3000 people, interacted with all levels of government, constructed over 50 million dollars worth of buildings, and had export earnings through overseas students of about a half million dollars.
This paper is intended to be a brief guide for Directors, specifically in not-for-profit companies, though much of it is equally relevant to for-profit organisations also. Most issues are not fully elaborated on, but only discussed in sufficient depth to give broad guidelines for actions and behaviours which will facilitate the smooth operation of a school over many years. The material is kept brief so that it may easily find a place in a Policy Manual for Directors.