Brotman Baty Institute的动态

Corporate boards are evolving to include actively employed directors to address rapidly evolving challenges. Read more about this shift and how to find a balance between a fresh perspective and seasoned experience. https://bit.ly/48FcOUm

In this article they share what they’ve learned and offer a practical framework for the five types of questions to ask during strategic decision-making:?investigative, speculative, productive, interpretive,?and?subjective.?By attending to each, leaders and teams can become more likely to cover all the areas that need to be explored, and they’ll surface information and options they might otherwise have missed.

Catch Jason Haddock's feature in Forbes Business Council's Expert Panel article, "15 Creative Strategies To Generate Positive Business Publicity On A Budget". Curious about how to make your business flourish? 15 Forbes Business Council members share inventive yet budget-friendly methods that can help new businesses thrive. Find our captain's at number 9: ?Showcase Your Research?: "Creating a research report is a great thought leadership marketing approach. It often forces you to do the critical research that you need in order to understand your industry and customers. As journalists love statistics, it makes a great tool for getting on their radar. Plus, it can be used as a business development tool, as it’s a great leave-behind for customers for that extra bit of credibility." - Jason Haddock, Sozo Labs Uncover the rest of the gloriousness here: https://buff.ly/49mhnlz

Aspiring board members should focus on honing these five distinct types of intelligence to thrive in their roles. In my view, mastering these five types of intelligence isn't just about fulfilling a role; it's about embodying a mindset of continuous growth and adaptability. It's about being willing to learn, to listen, and to evolve alongside the organisation and its stakeholders. By embracing this perspective, aspiring board members can not only excel in their roles but also contribute to a culture of innovation and resilience within their organisations. #BoardMembers #Business #Success

"The need — creating opportunities for a broad range of people, particularly those hindered from entering and advancing in the labor market by historical and systemic lack of education and resources — is still huge. In this article, we offer ways that leaders can make DEI efforts more effective by using their IT systems https://lnkd.in/gAhzPquy

Ask yourself - If my actions were made public would they align with my personal values? Then choose what's next. In a world of instant gratification the integrity of our decision making can be challenged with the temptation of prioritizing short-term rewards over long-term values.

Great to see our article featured in the Harvard Business Manager. I really believe there are a lot of insights for practitioners. Shortly, we will present a video abstract summarizing it! Stay tuned!

Four weeks of conversations with The DO partner CEO's in Europe and ten book talks make me think about the following 3 themes for 2025 when it comes to leading organisations:

Are you ready and prepared in order to serve on a Board? What behaviours and skills are needed to succeed? In the HBR article written by Anthony Hesketh, Jo Sellwood-Taylor and Sharon Mullen, it lays out that there are 5 types of intelligence aspiring Board members need to cultivate, namely: ? Financial Fundamentals ? Strategic Thinking ? Relationship Building ? Understanding your role ? Cultural Awareness Whilst I cannot argue with any of the above mentioned types of intelligence, and the authors go into more depth on each in the article, I do feel that the intelligence in 'understanding your role' warrants more attention. Over the last 7 years as a Non-Executive Director and Chair, with 5 of those also in a full time Executive Leadership position I was afforded the opportunity to directly compare and contrast the role of an Executive Director to a Non-Executive Director. The term 'nose in, hands out' references the need to move from an operational mindset to one of a strategic nature and that is clearly key. In Chairing four different Boards, each with multiple stakeholders, I feel the need to adapt to the different cultural landscapes at each business is also essential as there is no 'one size fits all' approach in this regard. However, for me, there are two key aspects of being a Non-Executive Board Director that are absolutely crucial to be successful: ?? The role of 'critical friend' - being able to navigate the delicate balance of both holding leadership to account from a performance and governance perspective with actively offering support, encouragement and sage advice where and when appropriate. ?? The ability to focus - undertaking a portfolio career when you may sit on several Boards means having both the discipline to focus on each company and read the Board pack ahead of the meeting to ensure you can ask meaningful questions but also to possess the agility to mentally move from one company to another as and when the need arises and ensure you offer the appropriate support. ? What other elements would you suggest? #ned #nonexecutivedirector #board #effectiveboardmember #hbr #harvardbusinessreview #blackdogleadership

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