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.
Women as CEOs, digital native children as designers of the world being eaten by software, work and AI, and ok, since we are all remote-working thanks to coronavirus, a reflection on the loneliness it may precipitate for some and some excellent hacks for getting it right all feature in this week's picks.
Startup founders make some common mistakes when they seek to build boards and good governance for their companies. They are preventable and fixable.
A board’s most important task is to ask regularly if it is itself fit for purpose. That requires, above all, a deep sense of self-awareness and metacognition, a skillset no boards seem to be seeking actively in their search for new directors.
The lack of experience holding board-keen people back is a real challenge. Advising inexperienced board-keen people to try and become charity board directors is not the answer.
Ask a candidate why you should not hire them, and you get a lot more insight into their characters than all the preceding questions have given you.
Classroom lectures in management schools can not equip managers to deal with the contact sport of managing and developing people. These learnings from my experience may resonate.
If you want to remove hiring bias, don't turn to AI; take a leaf from the British civil service's book and use first-principles thinking to fix the process.
Most hiring is happenstance; wrong hiring decisions are not irreversible; talent cannot thrive in unsuitable work conditions; one and done is no way to build an inclusive organisation: these are some of the lessons I have learnt through my career.
Don't just fire that "toxic" employee. Stop, reflect, examine the role your leadership and your organisation played in fostering that toxicity. Then fix it.