Boardroom motivations and habits
Some very interesting articles have appeared in Harvard Business Review recently—articles about motivation, meaning and habits. These articles caught my eye because they were very different from the usual diet of (very good) economic, business and leadership articles. The majority of HBR's articles can be categorised as "tools and techniques that readers can apply to improve their business". In contrast, these articles focus on the person—on improving one's self and one's contribution—and they are just as applicable in the boardroom as amongst the wider workforce. That's right, directors are not immune. These articles are relevant because we seem to be living in a world where selfish motivations take precedence over "community good". I wonder how many corporate failures could have been averted had the characteristics described in these articles been apparent in the boardroom? Perhaps the global financial crisis and subsequent recession may have been averted as well?
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Thoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention.