IRO engagement with the Board
For senior IROs, a key aspect of their role is building influence and impact to secure a voice in the Board room and to become a trusted adviser to the most senior stakeholders in the company. Success comes through understanding what such key stakeholders are looking for and how to ensure that the IR function is both respected and empowered to provide such advice.
Who should attend?
This course is aimed at senior investor relations professional who have, or are starting to engage with their executive and non-executive board members.
Participants should have several years of practical experience in in-house investor relations and a good understanding of the roles and responsibilities around the board table.
What will I gain?
Participants will be able to:
- Define what a plc board needs from its IR team
- Explore what marks out a best-of-class IRO/Board dynamic
- Identify gaps in experience and relationship which may be a current barrier to developing a role as a trusted adviser
- Understand the key stakeholders in and around the Board; how this defines the agenda
- Identify the key activities an IRO should seek to be involved in and, where appropriate, own
- Assess how different events and special situations might require a particular approach
- Understand how to best use advisers to support the Board engagement
Course tutor: John Dawson
John has been a leader in the field of investor relations for nearly 20 years and is a former Chairman of the IR Society. As an in-house practitioner, John has advised senior management and Boards on numerous complex investor, corporate and communications challenges leveraging his financial expertise and practical experience. John has led Investor Relations, Corporate Communications and Strategic Marketing functions over his career with Cadbury, ICI, Exel, National Grid and, most recently, Rolls-Royce.
- Board core requirements from the IR team
- Developing a best-in-class relationship with key Board members
- Building influence and impact; making informed judgements
- How to make the case for an empowered IRO at the board table
- Building a personal and professional toolkit as a senior IRO
- Case study-led discussions on key elements of Board engagement:
- Crisis situations
- Dividend Policy deliberations
- Activist engagement
- How to work with advisers and leverage their influence