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.
The future following this pandemic cannot be designed by cynics who peddle stories of human selfishness and paint pictures of calamities. Hope, you will remember, was the last thing to come out of Pandora's Box of ills. That hope will shape us.
What links coronavirus, leadership, women on boards, climate change and disinformation? Read this week's links to find out.
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.
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.
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 cost of implementing some form of AI today is minuscule compared to the opportunity cost of inaction. After all not implementing AI today will not defer the future.
As business leaders, if we want talent in a role we say we value, we have to pay fairly and commensurate with the value we attach to the role. Talk is free.
The positions of two CEOs are being discussed this week as untenable. One of them is the British Prime Minister Theresa May, fresh from the weak and wobbly win at an election where she campaigned as the "strong and stable" alternative. The other is Travis Kalanick, the CEO of Uber, who is currently running an … Continue reading Of untenable CEOs