INSIGHTS & ARTICLES
Unleashing Boardroom Brilliance: Harnessing the Power of Learning Habits
There is very little in place for boards, and the overriding expectation is that a director is responsible for their own L&D. However, that doesn't speak to the collective board group needs and how a board may need to evolve and grow together.
Cultivating a Learning Mindset: Empowering Chairs to Accelerate Board Training
As a board chairperson, you have the power to transform your board group into a dynamic learning powerhouse, driving innovation, informed decision-making, and collective growth. However, introducing learning initiatives to a board group can be a challenging task. This article provides edgy insights and strategies to empower board chairs in bringing the benefits of learning to their board group and creating a thrilling environment of knowledge sharing and development.
The Director's Dilemma: Carving Out Time For Personal Development
As board directors navigate the complex landscape of portfolio careers, investing in their own learning and development (L&D) becomes crucial for sustained success. However, finding the right approach to prioritise personal growth amidst multiple board responsibilities can be challenging. This article presents a roadmap for board directors to unlock their growth potential by addressing common pitfalls and implementing effective strategies.
Earned Skills vs Learned Skills of the Boardroom
In this month’s ONE THING, Paul Smith looks at how we might better judge and nurture our learned skills, not just earned skills.
“Many boards are forced to recruit non-qualified directors to their boards even though most of them make a qualification a pre-requite. On the face of it, and if there was good work done to create a "screener" for candidates, this wouldn't be a problem. However, I believe the system of governance education is inherently flawed.”