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.

"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.

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.

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.

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

The power balance between employers and potential and current employees is shifting. Boards and CEOs would do well to heed the risks arising.

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.

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!”.

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.