Boards can learn from Greg Clarke's resignation from the FA and ask themselves whether inclusion and antiracism are truly on their organisational agenda.
In this historic, highly distributed, hyper online, super connected time, together we are writing the first draft of the history of 2020.
Boards, that do not have a sophisticated understanding of slavery legacy and anti-racism, are at a disadvantage.
We need shared stories to make sense of the crises brought about by the pandemic, and to kickstart our collective imagination as we navigate our way out.
Employers need to be proactive about addressing the challenges of grief, bereavement and trauma faced by employees.
Celebrity suicides foster chatter but in my mind, with an awareness of suicide contagion, there is concern as I look around at my own friends and colleagues. Which among my own set is about to act similarly? Do I know how to read the signs? How would I help someone with suicide ideation?
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.
The theme "be prepared" recurs in so many areas in life, I keep expecting to see it in action. And every once in a while there are some stellar examples of preparation winning the day even if at great cost to the other side that believes in "winging it".
The intent does not matter, the impact does. Between intent and impact lies accountability.