Tags

  • Published on

    Mundane May: one week in

    Change Decision Making Leadership Mundane May Rules

    May 3rd–9th: A week characterised by movement and thought. What drives you?

    To see earlier pictures: May 1st–2nd.

    May 3: On the move, under a watchful eye

    Image description

    May 4: No, just no.

    Image description

    May 5: My name is …?

    Image description

    May 6: For what purpose, and when?

    Image description

    May 7: Cables and converters … “life support” while travelling

    Image description

    May 8: Taxi!

    Image description

    May 9: Even disguised, the answer is apparent, n’est-ce pas?

    Image description
  • Published on

    Reading, to refuel the heart and soul

    Change Ethics Language Leadership Readings Tough Questions
    Picture
    The end of 2025 is nigh, which means that time of the year when many folk take stock and ponder the future is upon us. Some people use the time to scrutinise the year past closely and make resolutions, some pause and ponder, and others hardly blink. While the idea of New Year resolutions leaves me cold, I do think about my quest to become a better person. And, with it, I usually select a few books to read during the year ahead. For me, reading—typically, long-form books (hard copy, not on-screen)—is a valuable means of relaxing, reflecting, refuelling, and exercising my cognition. If the insights gained are useful in my work-life as well, that is a bonus. 
    This year, I have selected six books from my shelf, to tackle alongside a slow-reading project:
    Picture
    Picture
    Picture
    Picture
    Picture
    Picture
    My slow-reading project? Tolstoy's War and Peace. I intend to read one chapter a day, for 366 days.
    If you read, would you mind sharing what you have ahead of you, to inform my future choices?
  • Published on

    Navigating fog: The board as your compass

    Accountability Change Corporate Governance Decision Making Leadership Performance
    I had the very good fortune to be in Boston recently, a brief visit to respond to a couple of enquiries ahead of the main reason for visiting the US East Coast, which was a keynote contribution at the International Corporate Governance Network annual conference in New York. When told Thomas Doorley III, the founder and now emeritus chair of Sage Partners, of my travels, he was quick to suggest we should meet up.
    Tom is a generous man. We have known each other for nigh on a decade now. I always come away from our conversations feeling enriched having sat with him and listened. So, when he spoke of his new project, a podcast series entitled, "Navigating the fog of change", and asked if I would sit with him, an affirmative response came easily.
    Our conversation, which explored the role of boards in times of great change, including the critical 'compass' role, is now available on the Sage Partners' YouTube channel.
    I'd be gratified if you would listen in. It'll cost you 29 minutes, that's all! And, once you've listened, if you have questions or comments, please feel free to reply below, or get in touch with Tom or me. ​
  • Published on

    Taking time to read and to think, to re-charge

    Accountability Change Decision Making Leadership Performance Readings Tough Questions
    Picture
    Twice this week, I have been asked about my reading and thinking habits. One enquirer wanted to know much time I spend reading and pondering insights garnered from various authors; the other whether I schedule [slow] thinking time. 
    Although neither asked explicitly, both enquirers seemed to assume that quiet time and the notion of reading widely are important to me. And, indeed they are. But, why?
    The practice of reading serves, I think, two inherent objectives: to maintain currency with trends and developments, and to become a better person. The objective is not to become a technical expert capable of regurgitating data and ideas (ChatGPT can do that), but a more holistic thinker—one who discerns problems and opportunities, considers them from different perspectives, asks appropriate questions and draws relevant conclusions. More succinctly, someone who leads a reflective life.
    May I propose something? To philosophise is to breathe. In my experience, and that of others who I have been fortunate to interact with, the ideas that emerge from the practice of philosophising provide a solid foundation for that which follows. And yet many business leaders and board directors claim to be too busy to take time to ponder (think about) possibilities that might lie below the surface or around the corner. Quite why such a (seemingly) bedrock activity is neglected is a curiosity to me; high quality thinking is an antecedent of effective leadership and governance, n'cest ce-pas?
    When people I interact with, especially friends and clients, say they see a better me (someone who is on top of his game, is nice to be around and who offers relevant and considered advice), such observations tend to coincide with a period of reading literature (or other so-called 'brainy' books) and thinking deeply about the questions posed by the authors. While comments like this are gratifying, they serve a higher purpose: to remind me to make time, regardless of what else is going on around me.
    (And, in case you are wondering, my answers to the enquirers were, "About 12–15 hours each week" and, "Yes.")
  • Published on

    What is your Christmas #corpgov wish?

    Change Complexity Diversity Governance Research Societal Wellbeing

    Thanksgiving marks the beginning of the Holiday Season in the US. Sinter Klaas is not far away for Western Europeans (5 Dec). Indeed, today marks one month until Christmas Day. With the cooling of the weather in the Northern Hemisphere, and its warming in the Southern, many people start reflecting on the year past, and the year ahead. On their hopes and dreams, and on the giving and receiving of gifts.

    In the spirit of the season, and the general theme of this blog, what might your corporate governance wish be this year?

    • more diversity on Boards?
    • better alignment between pay and performance?
    • less corruption and fraud?
    • directors taking more responsibility and accountability?
    • something completely different?

    I'd like to think that 2013 will herald a sea-change for governance; the year in which the boardroom troubles of recent years were consigned history; the year in which Boards got on with the business of growing companies, making them strong and improving societal wellbeing as a result. Gosh, that sounds grand. Is this too much to wish for, or is this something worth striving for?

  • Published on

    Time, space and weight

    Change Family Business

    Have you ever thought what it might be like to pack your world into an economy class bag? Our Megan flew out from New Zealand yesterday, for a 12 month student exchange in Belgium. The picture shows what life condensed into 31kg looks like—20kg of packed luggage, 7kg of cabin bag and 4kg (yes, 4!) of handbag. It never ceases to amaze me what a girl can get into a handbag!

    The picture was taken at check-in at Auckland, New Zealand—all smiles ahead  30+ hours of flights and airport transfers. The joys of long-distance travel!