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.
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.