Nobody’s born a director. We don’t grow into being a governor, the way we do with walking, talking, parenting, or making a success of a job.
Becoming an effective director requires a range of technical, social and communication skills, contributing as one of a group, rather than as individuals.
Over the years, I’ve found that a few things – ways we approach the role – typically aren’t taught, but can make a huge difference …
Do you recognise this board? Directors arrive shortly before the scheduled start; you take your places, open your board packs and work your way through the agenda, item by item; as the chair closes the meeting, you shut your pack, gather your iPad and phone, and head to the taxi. Other than exchanging a fewContinue reading “Before the main course – “
I’d guess that most of us have held more board meetings virtually than in person over the last 18 months. Remote meetings, still a rarity two years ago, are business as usual and here to stay. We’re learning how to make the most of them: To interpret non-verbal signals (aka body language) from only ourContinue reading “Ten minutes that will transform your (Zoom) board meetings“
Over that inspiring fortnight of distraction, the Tokyo Olympics, two new verbs have joined the mainstream, as in ‘I can’t believe we’ve medalled … we were only aiming to podium at the next Games.’ As those verbs have entrenched themselves in the sports lexicon, so ‘diversity’ has become possibly the most discussed, most abused and most poorly understood term inContinue reading “The three levels of medalling, in board diversity”
I’ve just returned from a few weeks’ leave and one of the first stories to catch my eye related to the departure of Boeing’s CEO, Dennis Muilenberg, following the company’s inept handling of the aftermath of two fatal 737-Max crashes that killed a total of 346 people.
Chairing the board