DIRECTOR JOURNEY ESSENTIALS
This article is part of our Insights For Action series. Join the mailing list to receive this and more.
THINK LIKE A DIRECTOR AND IDENTIFY YOUR DISTINCT AND TRANSFERABLE SKILLS. GET CLEAR ABOUT WHAT YOU WANT FROM THE EXPERIENCE. CHOOSE BOARDS THAT ALIGN WITH YOUR VALUES AND WHAT THEY DO REALLY MATTERS TO YOU.
In my board coaching sessions we discuss the why, how and what of director capability to find a place in the boardroom. Here are some Director Journey thought pieces and reading lists. (Click on the specific heading to read the full article)
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As you start to plan your NED portfolio career here is some tried and true advice to start the journey. Like most transitions, it takes time and planning as the move often unfolds differently to what you first imagined.
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Guidance and advice on finding board roles in a competitive market. Whatever it is, the way you tell your story online can make all the difference.
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Every potential non-executive director comes with some gaps. Every board is different. There is no such thing as the universal, perfect candidate. Yet, it is frustrating to face short list rejection. How should you strengthen your board application?
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Without a valuable and credible capability narrative, it is difficult for the nominations committee to truly understand the contribution you bring as a non-executive director.
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Building a credible director profile requires purposeful choices. Here are 5 do’s and don’ts as I explained in this AICD’s Company Director magazine article.
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How do you know what it will be like when you join a board? Here are 10 focus areas to consider before you get on board.
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Guides you through how to make an impact and contribute with clear value when joining a new board.
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Executives aiming for the boardroom will need to hone more than executive skills and a technical specialty. The real transition requires a shift of mind-set.
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Sustained success requires high-performance. What does this really mean for boardrooms?
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Poll - High-performance is an aspiration of many boards, but how is this achieved? What should Chairs and directors do differently?
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There comes a time when the end of your board term is approaching and you need to assess whether to stay or go. "Why am I on this board?" and ‘What drives you as a director?’ are good starting points, but there are further questions you may need to ask.
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When new to a board, you are dealing with getting up to speed quickly while understanding board dynamics and styles of fellow directors. This coach-mentor series will help to think through the issues.
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A high-performing board is a function of good governance with the capability to lead through the future changes and current challenges of the external environment, guided by a skilled Chair and CEO, with competent people who know what they are doing and a clear organisational purpose.
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