The post pandemic board - a new collaborative endeavour PR File - Flipbook - Page 7
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The post pandemic board: a new collaborative endeavour
Key findings from this
series of conversations
1.
Volatility is here to stay; constant change will remain a reality of
chairing organisations.
Chairs who relate governance to the purpose of their organisation, and
who take a longer-term view in which their teams are developed to
flourish in uncertainty, are ahead of the game.
2.
The formerly rigid dividing line between non-executive and
executive is now more permeable.
A new spirit of collaboration and co-production between Chairs,
non-executive board members and their top executives emerged as a
result of closer working in 2020; many organisations have embraced this
as a permanent feature.
3.
Inclusive board cultures are critical for survival.
Boards that are set to thrive have moved beyond notions of
representative diversity to become truly inclusive cultures.
4.
It’s time to recognise changes in the experience of chairs and
ensure that both now and in the future they are valued and
supported.
Organisations should be up front about the new realities of the chair role.
Chairs indicate that they value personal support and validation from their
peers, especially with regard to the big judgement calls they need to
make.
Prior chairing experience is currently considered more useful than ever
before in navigating complexity and nuance; however, we cannot afford to
delay the development of our future chairs and must continue to invest in
and coach this community.
5.
How you influence, take people with you and use your judgement
now matters more than what you have achieved in your career
alone.
Those suited to chairing organisations in 2022 and beyond may also have
a stronger change-orientation than those who preceded them, higher
energy levels, higher levels of availability and personal engagement, and
a sharper curiosity about the future.