Employers need to be proactive about addressing the challenges of grief, bereavement and trauma faced by employees.
Trying to control things is largely futile and suboptimal. Death, the only certainty in life, is unpredictable and out of our control. The acceptance of that truth is immensely clarifying.
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.
In the face of triggers and minor aggravations, we have a choice. We can feed the wolf or we can take a pause. Because the wolf you feed is the wolf that feeds on you.
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.
Ask a candidate why you should not hire them, and you get a lot more insight into their characters than all the preceding questions have given you.
To drive meaningful change, it is essential that leaders have broad awareness and be willing to admit that the status quo does not work. If a leader cannot bring him/herself to admit to being aware of the the very obvious visible to all around us, should they really be leading anything?
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".