About the course
This module aims to ensure that delegates integrate and apply their learning from the Certificate in Company Direction, when making decisions which affect the running of an organisation in a range of challenging and realistic situations.
It builds on the IoD’s Certificate in Company Direction, with candidates proving that they can synthesize the separately/functionally introduced elements of the Certificate and apply them appropriately, to make sound decisions, in a corporately responsible manner. In so doing, the module makes delegates aware of the need to identify and balance the risks associated with courses of action, whilst maintaining an ethos which is entrepreneurial and creative. The focus of the module is the individual director in the context of their board role.
Module syllabus (over and above the assumed Certificate in Company Direction)
Section 1 - The board and director’s role in strategic decision making
- Approaches to decision making: techniques and tools for use
- Creating a climate/culture which promotes and encourages open debate and discussion
- Influences and considerations in decision making:
- Potential impact on all stakeholders
- Corporate responsibility
- Ethical considerations
- The appropriate evaluation and management of risks associated with decisions
- Identification of conflicts of interest
- The board’s dynamics and politics; power, influence and conflict on the board.
- Types of decisions: ongoing day to day, crisis
- Impacts of decisions: allocation of responsibility for implementation; communications with stakeholders.
Section 2 - The board’s and director’s roles in handling crises
- Processes and procedures are in place in readiness for crisis situations, which ensure business continuity
- Board processes and practices are in place which maximise the possibility of potential crisis situations being identified and reputation/other risks being controlled.
- Processes ensure clarity of responsibilities in crisis situations
- Typical ‘crisis situations’, eg health and safety, IT infrastructure, security
- Appropriate stakeholders are consulted, involved and communicated with in responding to crisis situations, eg special advisors, staff, customers, suppliers, media, investors.
Section 3 - Reviewing the effectiveness of the board’s and directors’ performance
- Awareness of individual attributes of a director
- Techniques and approaches for evaluating the effectiveness of the board and individual director (including the contribution of non-executive directors and board committees)
- Communicating effectively with the board and providing feedback to enhance individual and board effectiveness/performance
The module asks delegates to reflect on their own contribution and effectiveness, in keeping with the developmental nature of the Certificate in Company Direction, but also consistent with board and director evaluation best practice.
Delegates may only attend the Diploma module on completion of the certificate courses with the exception of an exemption on certain modules.
The following elements are newly introduced:
- Decision making – processes/tools/techniques
- Crisis Handling
Alison is a Chartered Management Accountant, holds a first class honours degree in Economics and the Institute of Directors Diploma in Company Direction. She has held a variety of accounting posts in both the public and private sector as well as senior university appointments. She currently o...
An experienced dealmaker, Jo has bought and sold over 400 companies specialising in owner managed businesses and has assisted hundreds of other businesses through successful transactions. Jo is currently non-executive director of 10 companies and has held circa 40+ non-executive roles over the l...
Business experience Murray Eldridge is a Chartered Director and has been a member of the IoD for over 15 years. He has 40 years of international experience in shipping, offshore oil & gas, telecoms, water and international consulting. A board level operator for the last 20 years, he has held ...
Andrew is a Chartered Director and has worked as an independent director and consultant since 1998, with extensive experience as a non-executive with SMEs and public companies, from start-up to exit. Following an early career as an economist for a European consultancy, Andrew worked as an HR dire...
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