Leadership change in New Zealand agricultural co-operative boards

Abstract

Good quality leadership transition for New Zealand Agricultural Cooperatives is characterised by the following • Robust regular board discussion on future Board leadership • Identifying skill training requirements within the Board • Identifying potential leaders outside of the Board and providing leadership training • Using independent directors skills in the process • Once a new chair is identified, having a transition plan in place The risks to a well planned leadership transition program are: • Allowing the transition to become a political one • Having good governance disrupted through the non-planned loss of key members of the Board The New Zealand Agricultural Co-operatives surveyed all discuss board leadership at least annually. However there is a significant difference in the depth of the discussion as some co-operatives have significant structures attached to the discussion while others have very little formal structures.