Category: talent

Neurodiversity, disclosure, and the workplace

Leaders and boards must create a truly inclusive organisational culture before requiring or nudging the neurodiverse or other kinds of different persons to disclose their difference.
Published on  •  Posted in governance, risk, talent

"Good Chairman are born, not made": a debate

"Born" or "made" is a false dichotomy - nearly everyone is "born" with the potential to be "made". Whether they realise the potential is often a more complex function than dichotomies often cannot address.
Published on  •  Posted in governance, risk, talent

How do you solve a problem called Inclusion? (2)

Inclusion is not an "HR problem" but a strategic challenge for boards. The solution does not lie only in fixing how you hire but in committing to driving cultural change.
Published on  •  Posted in governance, talent

Connective tissue

Governance is a contact sport that requires boards to understand the connective tissue of an organisation; which like the human body is sadly only noticed when it fails to deliver as expected. We can choose to take more conscious approaches to noting its role.
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Boards and Liminality

Boards are in a liminal space as growing complexity necessitates different governance structures, different people, and frequent self-reviews for relevance.
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People and the perfect storm

The power balance between employers and potential and current employees is shifting. Boards and CEOs would do well to heed the risks arising.
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People, pandemic, and places of work

The pandemic has given us a chance to question why we work, where we work, how we work. This is our opportunity to create truly inclusive and enabling organisational cultures.
Published on  •  Posted in governance, talent

Blowing the bloody doors off

True inclusion disrupts the “self preservation society” of the status quo on boards and in executive suites. To make it a reality, we need to “get a bloomin’ move on!”.
Published on  •  Posted in risk, talent

Bully in the boardroom

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.
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Refreshing the Board

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.
Published on  •  Posted in governance, risk, talent