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    Learning from our experiences

    Accountability Change Complexity Corporate Governance Effectiveness Language Monday Muse Mundane May Productivity Societal Wellbeing
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    In these first few days of June, I have been pondering the photographs I took in May (together, my Mundane May project). My motive was plain: to photograph a scene or object each day in May, post the images with an open mind, and see what happens.

    The exercise was a test of sorts, to see whether I could establish and sustain a new rhythm, without preëmpting what might emerge. My hope was that I would become more observant, especially of things and situations in the periphery or out of sight. That was realised. But, I seem to have become a little more patient as well; my innate curiosity, which has languished in recent times, has been rekindled too. All of this is gratifying.

    Then, yesterday, a postscript emerged. While cataloguing the final few photographs, I looked at some older images. One, captured in October 2023, seemed to levitate over the screen. I stared at it for quite a while, and let my thoughts wander.

    The photograph captured one section of the Rococo library, which is located in the Abbey of Saint Gall. The library is the oldest in Switzerland and one of the oldest monastic libraries in the world. It houses over 170,000 religious documents, many of which are over one thousand years old. Several artworks are displayed too, and a sarcophagus to boot.

    Staring at the picture reminded me of time spent on the parquet flooring, exercising my senses in the company of my dear friend, Riccardo (from Lisboa). I was inspired awe-struck by it all. As we moved about that day, quietly, and studied various items and explanatory notes, many questions came to mind. What might the authors have been thinking when they wrote, what did they eat, and who were their patrons? Did they ever dream their contributions might still be preserved hundreds of years later?

    Recalling that visit to Rococo helped encapsulate my thoughts about the Mundane May project: We know far less than we think we do.

    At first contact, it is easy to draw conclusions, especially if quantitative data is available. But these are often an illusion. As we think more deeply, we realise the world around us is dynamic; things change, often in unpredictable ways. Understanding in such situations relies on reasoning, intuition, and judgement. And, for that, qualitative data is necessary.

    Indeed, what seems to be so at first may not actually be so.

    Context matters.

    The parallels with board work are stark. If I have learned one thing in the past 25 years serving as a director and advising boards, it is this: look beyond what can be seen, and hold options lightly. Validate what is reported. Strive to fill gaps by asking good questions and listening intently to the responses—before making a decision.

    That none of us knows it all should be self-evident. That being the case, why do so many leaders, directors, and consultants continue to assert deterministic answers, best practice models, and 'ideal' structures, as if they exist and acting on them will deliver a prescribed outcome?

    Wittgenstein's maxim is ringing in my ears.

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    Riccardo and me, chatting on a bench seat at the St. Gallen station, awaiting the train to Zurich.

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    Reading, to refuel the heart and soul

    Change Ethics Language Leadership Readings Tough Questions
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    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:
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    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?
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    The map is not the terrain

    Accountability Corporate Governance Diversity Effectiveness Family Business Governance Language Performance Research Tough Questions
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    Since time immemorial, man has sought to explore: natural curiosity has led to many discoveries, of previously unknown lands, flora and fauna, and more besides. Innovations and inventions too; discoveries enabling further exploration, and on it goes. Through the arc of history, exploration and discovery has been based upon empirical techniques—going and having a look.
    About six decades ago, Jane Goodall put this approach to work as part of her research to learn more about chimpanzees. Her assessment was, straightforwardly, that if reliable understandings of how chimpanzees socialise were to be achieved, they needed to be watched, directly, over an extended period, as difficult as that might be. The extended period is necessary because behaviours change when a new actor arrives. Thus, Goodall’s study could not begin in earnest until the chimps became more familiar with her and reverted to behavioural patterns thought natural. When behaviours reverted, as Goodall thought they might, several new discoveries not previously known were made.
    The approach Goodall used, and her discoveries, demonstrated the high value of longitudinal ethnographic techniques when studying social groups and their behaviours. And yet, while this has been understood for decades, centuries even, its application to my field—boards—is rare. Instead, since the dawn of board research, the dominant paradigm has been to collect data about directors, the composition of the board and other data, from outside the boardroom, typically from public databases, interviews and surveys. Such approaches have been deemed acceptable because researchers have found it very difficult to enter the boardroom. Given the only place the board and its work actually exists is in the boardroom, and that the board is a social group, surely the gold standard must be to conduct long-term studies of boards in session (through direct and non-participatory observation), as Goodall studied chimpanzees?
    This issue, of using appropriate techniques that explore the subject of interest, not a proxy, was made plain by an ex-military colleague recently; his pertinent remark was, simply, “The map is not the terrain.” What seems to be the case (on the map) may not be the case (in reality). The underlying message was confronting: if you want to really understand, go there, gain first-hand knowledge. And so it is with board research. If we really want to understand how boards work, and how boards actually make decisions and influence performance, not how directors say they do when they are interviewed, watch them over an extended period. Then, possibly, you might be able discern what happens; how directors act and interact; and, even, spot associations between a strategic decision and some subsequent change in organisational performance. The findings will be contingent, of course, because the group is social, the situation complex, and external influences are many and varied.
    To date, fewer than a dozen longitudinal observation studies, of boards going about their work, have been published. And, somewhat awkwardly, the reported findings present a different perspective from that commonly asserted by others informed by research conducted away from the boardroom: The capability of directors (what they bring), the activity of the board (what it does), and behaviour (how directors act and interact), appears to be far more important than the structure or composition of the board.
    Now, as I wait to board a flight, for yet another international trip to work with boards, my colleague’s comment is ringing in my ear. And with it, a question, “What guidance will you rely on, given the importance of governing with impact?”

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    Boardroom effectiveness: Managing difference

    Corporate Governance Director Development Diversity Family Business Language Monday Muse
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    In recent times, diversity, equity and inclusion (often, DEI) has become topical in many spheres of business, social, organisational and political life, and boardrooms are no exception. The moot is that increased in-group diversity directly enhances organisational (project, team) performance. While this remains unproven, expectations are running high, and there are no signs they are abating.
    With this development, tensions have become apparent: between those people and groups who argue that demographic diversity is material to better outcomes, and those who do not; those who assert that boards should be representative of the shareholders or communities they serve, and those who prefer the best governors in the room, regardless of representation, to ensure the best decisions are made. 
    These tensions, and the underlying complexities extant both within an organisation and in the wider marketplace, are real. Boards ignore them (or discount or run roughshod over them) at their peril. Difference needs to be acknowledged and harnessed, to draw out multiple perspectives. But directors need to be sufficiently mature and wise to also align their efforts, to ensure great decisions are made having taken various contextual factors into account. This is hard, not only because directors need to find common ground where little may exist, but also because cultural differences tend to run deep and they may be difficult to navigate.
    Seemingly straightforward matters are almost guaranteed to become difficult if cultural norms are ignored or brushed over. Consider these cultural scenarios, all of which I have experienced over the past twelve months:
    • Starting the meeting 60 minutes after the advertised time. This was a misread on my part: the hosts started at the advertised time, but not with the business meeting as I expected. There was a formal welcome and a light meal (culturally normal for the board, but not advised to me). Around 60 minutes the after we first assembled, the chair called the directors and visitors together, and the 'formal meeting' got underway.
    • A female board member seemingly ignored. In the West this would be uncommon; indeed it would be offensive for some. But it happened during a board observation in a highly patriarchal community setting. While the group seemed to be accommodating, the woman was present in body only; cultural norms prevented her from speaking or otherwise contributing in any meaningful way.
    • An entire group I was working with went silent on me. The group had been animated and engaged until they were asked a question that put them on the spot. Rather than engaging with the question, or expressing their discomfort at being asked, they simply sat and waited, and waited. After a minute or so, I asked for help. The group 'leader' said that, culturally, they preferred not to debate sensitive matters 'in public' (that is, with outsiders, such as me).
    When working across cultures, seek first to understand. Breathe. Invest time and effort to learn how others think; what drives them; how they feel; how their mind works; how decisions are made; and whatever else seems relevant. And, what is more:
    • Prepare ahead of time.
    • Read widely.
    • Ask for guidance.
    • Learn how to ask questions in a culturally safe manner.
    • Listen carefully, especially to what is not spoken.
    • Break bread together (gather socially, over a meal).
    • Travel together (to remote meetings).
    • Spend time in each other's company. ​
    The group leader (board chair) has an incredibly important role in this, to draw everyone into the conversation; acknowledge difference, but harness it for the common good.
    Finally, a note: The techniques listed here are simply suggestions. But, in my experience, they can be incredibly powerful catalysts upon which relationships can develop and trust can be built. Ultimately, if boards are to have any hope of governing with impact, a sound understanding of 'who' is in the room, and 'how' they think, act and contribute is necessary. Invest time and effort, it'll pay off.​
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    Back into (writing) gear

    Corporate Governance Decision Making Governance Language Research Tough Questions
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    Over the past couple of months, I have been deeply embedded in a pro-bono advisory engagement, and fulfilling several speaking and capability-building assignments—to such an extent that my writing has languished. Progress on Boardcraft stalled, and my last blog entry was back in May. But now, with those commitments in hand, I have surfaced to draw breath, scan the vista, and to begin writing again.
    Starting next week, I will pick up my pen (keyboard!) once more, to share my thoughts and observations on corporate governance, the board's role in driving organisational performance, and other topics that catch my attention. Expect a new muse some time on the first Monday of each month.
    As we get going again, may I ask a favour? Please tell me what you want to know about (as a comment to this post or via private message) and I'll do what I can to respond. This is a genuine offer to explore anything of interest—except if it is illegal or immoral, of course!
    For now, have a great weekend. See you Monday!
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    Looking back, for guidance to move forward

    Corporate Governance Decision Making Director Development Effectiveness Governance Language Performance Research
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    Questions of where we came from, why various things happened or evolved as they did, and what we can learn from them to guide us as we live our lives fascinate many people—me included. From neo-lithic henges and stone circles, to the development of more recent industrial-scale enablers (notably, the wheel, the printing press, manufactories, the motor car and the Internet), man has long been fascinated with history, innovation and possibility. When we ponder historical developments and innovations such as the examples noted here—and other foundational things like language, writing, mathematics, ethics and civics—we gain insight to apply in our daily lives or use as a springboard to try to make new discoveries. This maxim applies personally, in family and social groups, and more broadly in society—and if we ignore it, it may be to our peril.
    The idea of learning from those who have gone before us is applicable in organisations too. How else would individuals and teams know what to do? This is what learning and development departments organise, and why professional development programmes exist.
    In the realm of boards and boardwork, relevant questions include three I have been asked most often over the past two decades: What is corporate governance; what is the role of the board; and, how should governance be practiced? That these questions are asked so often suggests directors (at a population level) lack the knowledge needed to be effective.
    Helping directors and boards govern with impact is a calling for me, so when Mark Banicevich invited me to explore the history of corporate governance—well, make a fleeting visit across a few high points in the Western context—I jumped at the chance. Hopefully, the commentary is helpful. Do let me know whether you agree or disagree with the various perspectives, and why, because I’m no Yoda (use the comment section below, or contact me directly). Life is a learning journey for me as well!
    This conversation is the third in a series recorded recently. Recordings of the first and second conversations are also available.