Tesse Akpeki invokes a fashion metaphor to summarise her learning from this year’s BoardSource event in Los Angeles.
The fashion pendulum has swung in favour of comfort. It may come as a relief to lots of women that flat and comfortable shoes are in. It is definitely a relief to me; I go for comfort and practicality and have long given up trying to walk in six-inch heels and cheat by putting them on just when I reach the venue of the meeting. Shoe utopia is a wide variety of flats to choose from and match with cropped, tailored, cigarette trousers and chic and comfortable outfits achieving a look of ease aligned with the style, design, and practicality rules. What has any of this have to do with governance and leadership?
I attended the BoardSource Leadership Forum (BLF 2013). Entitled ‘Board leadership: Taking risks, thinking big’, I had really high expectations. What did I come away with? The knowledge that the basics matter: a clear sense of purpose, finding meaning in what matters, clear goals, a focus on core values, a crystal-clear vision, a realistic mission and agreeing priorities. So what was bold or big or even risky? I guess accepting the prism to connect with governance basics.
The impact of social media – the revolution created by new technologies presents opportunities for impact as well as posing security risks. iPads, smartphones and tablets are making more appearances in our boardrooms and board portals are more widely used. As more data is being transferred to the cloud, big data is more significant for our organisations. People who interact with our organisations are seeking more positive interactions and experiences from us. Apart from needing to rethink our business models, boards need to be technologically savvy to shape the future that awaits. The alternative is being left behind. Social media can create great things, but without a social media strategy the approach could descend into chaos and misaligned communication.
Collective intelligence/strategic networking - boldness involves reaching beyond organisational boundaries. Cross-sector networks abound. Collaborations and strategic partnerships extend our reach in making a difference. Governing arrangements must be designed to connect with the porous boundaries and ‘wicked problems’ our networks and organisations need to confront. In the midst of this we search for heroic leaders who inspire us and bring authenticity in these networks.
Behaviour matters – as we occupy a dynamic space, leadership and governance that focuses on procedures, structures and systems without factoring in people, personalities, styles and the climate in our boardrooms, will not be effective. Culture and dynamics are key to boardroom success. Codes of conduct and governance standards are crucial in encouraging appropriate behaviours, as are nudges. People matter. The human face of governance must reflect big thinking, win trust, demonstrate accountability, show openness and exude honesty.
Strategic diversity is a game changer and must be cultivated and nurtured for mission impact. Successful boards are intentional in setting objectives around diversity, inclusion and equity. Recruiting new board members and looking for the next generation of trustees must feature highly into any onboarding strategy.
Board effectiveness reviews - the next generation of reviews is evolving as they are used for diverse purposes and bringing in a change of culture (eg balancing cautious and ambitious approaches to risk, utilising diverse personalities, governing by walking about, etc). Current and future designs continue to strengthen organisational and governance performance.
No conference in Los Angeles would be complete without a splashing of Hollywood stars and we had a few of those in our midst to add glamour and glitz.
As we journey in this ecosystem, stretch our thinking and embrace a ‘new normal’, governance maintains its flats with an extra shine achieved by reflecting dreams and embracing the art of the possible.
