Board directors and chairs should take bullying seriously; it can hamper an organisation's ability to perform and their own ability to fulfil their statutory and fiduciary duties.
Board refreshes cannot always be fully planned but they provide an opportunity for boards to renew their purpose, their culture, their skills for a positive impact on the organisations they oversee.
Finding a solution is hugely dependent on defining the problem and its scope correctly. By defining D&I as a bounded problem, many approaches falter at the first step.
Talent should be on the board agenda because bad hiring practices demotivate and cause attrition, as well as damage equity and diversity in an organisation.
There is no way to learn the practice of governance except from experience -- that of others and that of one's own the latter of which is likely to be just a compendium of bloopers made.
With the lessons of 2020 to guide us, boards need to change their risk conversations and their strategic priorities for 2021.
To go beyond tokenism on "difference" or "diversity", we need to practise governance differently. Starting with how we recruit board directors. And how we report on our intent, action, and progress for diversity.
Boards can learn from Greg Clarke's resignation from the FA and ask themselves whether inclusion and antiracism are truly on their organisational agenda.
Much is made of diversity as a source of better thinking on boards. Not enough is made of the value of a new kid on the block.
In shaping the post-Covid world, experience may be less relevant than resilience, creativity, empathy, perspective, and the ability to connect dots.
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