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.
Boards, that do not have a sophisticated understanding of slavery legacy and anti-racism, are at a disadvantage.
In shaping the post-Covid world, experience may be less relevant than resilience, creativity, empathy, perspective, and the ability to connect dots.
What links coronavirus, leadership, women on boards, climate change and disinformation? Read this week's links to find out.
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.
Startups have a governance problem but it is solvable with good strategic thinking and knowledge of what to expect from board directors.
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.
Small businesses need good governance for financial and social sustainability, but are not always able or willing to build governance capacity or brook independent challenge.
When evaluating job offers, think of the role, the degrees of freedom, the culture. But real wealth will come if you know how to deliver real, positive and sustainable impact with all of these.