We use cookies to improve your experience on this website. Read More Allow Cookies


Which of these statements resonate with you?

  • “If only other directors on the board changed their behaviour we wouldn’t be in such trouble or we would be doing much better; either way, I would”
  • “If you knew for sure that if each director changed their behaviour by 10% that you would put 10% on the bottom line - what would you do?”
  • “What are each of your fellow directors least likely to say at a board meeting? What if that could change? How would that help you and the business?”
  • “It’s easy to endure a board effectiveness audit; far harder a behaviour audit. The latter is more valuable because good performance follows good behaviour”
  • “We don’t need any more corporate governance reform; it’s corporate behaviour reform we need”
  • “Do you know the seven deadly sins of board behaviour?”
  • “Personal purpose drives your fellow directors and, in aggregate, the purpose of your business. This inter dependence matters. What are you doing about it?

Signs of an ineffective board

  • Lack of a shared purpose, strategy and behaviour 
  • Unresolved, personality conflicts - explicit or hidden
  • Absence of permission to express feelings and negotiate needs productively

I carry out behavioural audits and then I support each director in making small changes to their behaviour which, in aggregate, have a big impact on maximising opportunities and reducing risk 

When to consider a board behaviour review

  • At times of board stress or conflict
  • Before or after an effectiveness or engagement survey
  • After new board appointment

What are the board’s needs at these times?

  • To reduce stress and conflict, which are enemies of growth
  • To address underlying behaviour issues, not just tick effectiveness review boxes
  • To manage cultural changes which, inevitably, arise on new appointment

Risks of not addressing board behaviour at these times

  • Risk of missing targets and opportunities
  • Risk of higher business and legal risks
  • Risk of low morale and poor performance

Generic solution

  • Agreement on inter dependence of individual and organisational purpose
  • Key behaviour gap analysis for each director
  • Commitment by each director to close key behaviour gap 

My approach using The Fenton Model®  

  • Audit the behaviour of each member
  • Identify and secure agreement by each director on key behaviour gap
  • Support “Small Change”: change ten interactions out of every hundred


  • Interviews with board members and others
  • Facilitated 1-1, bi-lateral and plenary meetings
  • Support small change during the term of the programme

“We quickly saw in excess of the 10% benefit he quoted”
Martin Hall, CEO ZEO


"The Fenton Model" is a registered trade mark of Ciaran Fenton Limited



  • Good advice: Sometimes robust, but always presenting choice
  • Break-through insights: Revealing under-exploited talent, exploiting innovative thinking
  • Accelerated change: Progress, not just activity
  • Conflict resolution: Truth and reconciliation; clear contracting of behaviours; legislating for the breach
  • Learn how to sell yourself or an idea: Clarifying need, demonstrating rather than asserting competence; closing the gap
  • Better relationship management: Managing and fixing reds, exploiting greens ; networking skills
  • Purposeful business and career planning: Business, organisational and sales/marketing plans; CVs and Biographies: I know how to write them