Guy’s news: Help. We need governance

My last boss’s parting words 30 years ago were that I was ‘unemployable, ungovernable and mad’. I thought he was pretty bonkers too; most entrepreneurs are, and they are almost always resistant to rules, structures and governance. Running your own business, when it works, is an extraordinary privilege and indulgence; for the most part you can do what you like without self-justification. 30 years of ungovernability (tempered by my fellow directors) have got me this far, but it is time to grow up. What could be worse than an aging man asserting himself with more force than wisdom?

My last boss’s parting words 30 years ago were that I was ‘unemployable, ungovernable and mad’. I thought he was pretty bonkers too; most entrepreneurs are, and they are almost always resistant to rules, structures and governance. Running your own business, when it works, is an extraordinary privilege and indulgence; for the most part you can do what you like without self-justification. 30 years of ungovernability (tempered by my fellow directors) have got me this far, but it is time to grow up. What could be worse than an aging man asserting himself with more force than wisdom?

In six months, Riverford will be employee owned and, as enshrined in our nascent ethos statement and articles, will be accountable to staff, suppliers, customers and community rather than to me (though I am not going anywhere and will maintain a minority share). We are in the process of developing a governing structure that will reflect the dispersed power and devolved decision
making. There will be an elected staff council, a fairly conventional executive board and five trustees (two external) to hold them to account. The biggest challenge will be to achieve this without getting bogged down in treacle. If we get it right, and I have every confidence we will, our staff will be more fulfilled and engaged, we will learn faster, be more innovative and, ultimately, better at what we do. We might even show that there is a better way of doing business.

To help us, we are looking for two external trustees and two non-executive directors to bring in external experience and wisdom and to accelerate our learning, while avoiding some pitfalls along the way. Our path will never be a conventional one, and I hope we will continue to challenge orthodox assumptions about business, but it is vital to understand the conventions we are challenging. To do that, we need trustees and non-execs with broad experience gained in substantial (probably bigger than us) and complex organisations, plus an appetite for both challenging and facilitating as part of a team… in short, enough force and a lot of wisdom.

Know someone who might fit the bill? You will find full job descriptions at riverford.co.uk/aboutus/jobs.

Guy Watson

0 Comments

Leave a Reply

In case you missed it

Your questions
answered.

Ever wondered what rewilding actually means? Or what’s the difference between grass-fed and organic? Put your questions to our experts and have them answer in full.

Learn more