The Boardwalk | A Two-Part Masterclass Series
Series 1: How To Position Yourself To Get Onto A Board
Certain attributes such as integrity, strong technical skills, agility, availability, independence of thought, sound judgement, influencing and negotiation skills are a few capabilities of effective board members in addressing strategic, commercial and leadership challenges. That said, when positioning oneself for a board role it is imperative to understand not only what it entails to be a Lead Independent and/or an Independent Non-Executive Director but to also identify which Boards to pursue given one’s skill set/area of expertise as well as anticipated market requirements.
This involves conducting due diligence as well as assessing the associated risks and rewards of assuming a given board role as well as other expectations that one may have. In obtaining as much as information about the company, the Board, potential challenges and opportunities one can also source an independent brokers’ analysis that offers an impartial and balanced point of view.
By considering these aspects as well as the composition and capabilities on selected boards one is able to make an informed decision in terms of how best to position one’s eligibility for boards roles.
Importantly, one should only accept a board appointment if they believe that the company will be able to derive value from their contribution and that they will be able to build good relationships with fellow Board members. Essentially, the process of on-boarding should be a balanced selection process between both the individual as well as the company
Moula has more than 25 years broad consulting experience working for global professional service firms.
She is the Managing Partner at Drayton Glendower and leads the Executive Search Capability globally. In addition to her search work in South Africa, she is an expert in the sub Saharan business landscape and has supported clients in a range of industries across the region and internationally. She has partnered with organisations in the public and private sectors, at both Board and senior Executive levels.
I believe that those of us who are privileged enough to be educated, healthy, and part of powerful networks should not be doing easy things. The only way to justify our privilege is to do the hard things that society demands of us — to solve tough problems and create opportunities for others. I launched The Room to bring the most ambitious ‘doers’ together to do these hard things that will change the world. I welcome you to be a part of our story and join this global community as we make history together.Fred Swaniker