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Have you ever wondered how to sell a bold idea in the boardroom? Not just an idea different from what your organisation usually tends to do, but a really bold one that breaks ground in your industry? What does it take? What do you need?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses selling bold ideas in the boardroom with Dr Andy Palmer CMG, former COO at Nissan and President & Group CEO of Aston Martin.  Known as “the Godfather of EVs."  Today, he is a turnaround specialist stepping in as Interim CEO / Executive Chair at Optare/Switch Ltd, PodPoint plc and Brill Power Ltd.  

“More than anything else, if you want to get on, then you got to work hard.”
Andy credits hard work as the key to his success, acknowledging the sacrifices required. While his family enjoyed the benefits of his career, it came at a cost to time spent with them. Talent and education matter, but perseverance drives leadership.

“What do I need to understand that would allow me to solve that problem?”
Andy’s interdisciplinary experiences and deep industry exposure contributed to his achievements. His work on the Nissan LEAF taught him the importance of the "three Cs" in battery technology: chemistry, control, and cooling, shaping his focus on zero-emission solutions.

“When the whole company is essentially against you, how important air cover is!”
Selling the LEAF to Nissan’s board was tough—many favoured hybrids. Andy proposed skipping hybrids for fully electric vehicles. CEO Carlos Ghosn’s support was pivotal, providing Andy the "air cover" to push his bold vision.

“Being a CEO should be about leadership, but there's so much about corporate governance that sort of forces you to be safe.”
Andy reflects on the cautious nature of modern corporate governance, which can stifle innovation. He calls on non-executive directors to back CEOs willing to take calculated risks and pursue groundbreaking ideas.

“I've always been very happy to be the lowest IQ in the room.”
For bold leadership, Andy values diverse, multidisciplinary teams, effective communication, and empathy. He believes leaders must inspire confidence, even among sceptics, to gain support for their vision.

The three top takeaways from our conversation for effective boards are:

1.    Find something you love and can be passionate about in your career. 

2.   Education is more than just studying a particular subject - academia is about personal growth. So you've got to know a particular discipline well and build your skill sets in other areas, like finance and communication. 

3.   Ultimately, we all work with people, and your ability to build empathy and sell something rather than tell something is important.

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