An effective Board meeting is when people change their minds.
1. What inspired you to join this programme, and what did you hope to achieve?
First, I had always wanted to attend a programme at INSEAD – one of the premier business schools in the world! I have recently taken on another Chair position and wanted to have some formal Chair training, plus build my Chair network. The INSEAD programme was a good fit with my time, budget and scope requirements. I hoped to achieve three things: attend a programme at INSEAD, learn about models and methods for being an effective Chair, and build my global network of Chairs.
2. In what ways has the programme shifted your perspective or influenced your approach to work?
The programme had a significant influence on my understanding of, and approach to, chairing. The key points that I came away with were:
• As a Chair, I don’t need to have all of the answers – the job of the Chair is to facilitate a discussion involving all Board members to arrive at an answer
• The focus for the Chair should be the Board process and making sure this is effective. In addition, the Chair should be framing the questions correctly to drive the right discussion
• An effective Board meeting is when people change their minds
• Chairs lead from behind – it is not about them; the CEO and executive team are in the limelight
• A Chair should be nose in and hands out, even at times of extreme stress or crisis
• Overall, I came away understanding that my role operates more in the shadows and is that of a facilitator rather than an overt leader
3. Which aspects of the experience stood out most for you (faculty, peers, content, format)?
The whole experience was excellent. The faculty were excellent – engaging, challenging, knowledgeable, energetic and credible. My peers were a very diverse, interesting and truly global group. The content and format were excellent – there was the right blend of theory, case studies, expert input and peer anecdotes. One thing that really struck me was the different global perspectives and business cultures.
4. Can you describe a moment or insight that particularly resonated with you?
There were a number of themes that resonated with me, which summarised neatly into the concept of not needing to have all the answers, but being skilled at facilitating the Board so they collectively arrive at the best answer for the business. I would say it shifted my mindset from being an executive leader to being a non-executive facilitator, and from having a heavy touch to a light touch. I found it incredibly enlightening and liberating!
5. Would you recommend this programme to others? If so, what makes it meaningful to you?
Yes – I would recommend this programme to others. It gave me a global perspective on boardroom challenges and how to be a more effective Chair. Perhaps most significantly for me, it closed the executive chapter of my career and shifted my mindset and understanding entirely towards NED, Chair and Board work.
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