The Better Boards Podcast Series

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Amid global uncertainty, are boardrooms needlessly complex? Is It possible to thrive in the boardroom by keeping things simple? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Director of Better Boards www.better-boards.com, discusses being on the board with Sir John Tusa.  Sir John has been known to the public as the main presenter of BBC2's Newsnight and the Managing Director of some of the most iconic media and cultural centres in the United Kingdom. 

“The things that really make a difference are what I call the simple ones”
Sir John suggests that although being on a board involves significant challenges in an increasingly complex world, it is not necessarily complicated.  He explains that the complicated aspects of board service involve fundamental duties: understanding the organisation’s legal basis, following regulatory expectations, and recognising responsibilities toward shareholders or stakeholders. These regulatory and procedural tasks are necessary, but are only part of the board’s work.  Simple, straightforward actions and values can truly make a difference. They hold substantial value in shaping the organisation’s success and fulfilling the board’s deeper purpose.

“The more generous you can be with your time, the better it is for the organisation, and the better it is for you as a board member”
Regarding time, Sir John also points out that when he was first invited to join the board of the English National Opera around 25 years ago, the chair reassured him that annual board commitments would be minimal.  Since then, expectations have evolved significantly, and today board roles can easily demand 30 to 40 days or more per year. 

“When I hear the word board pack, I almost want to reach for my bonfire”
He describes a frustration he has with the common organisational tactic where executives overload non-executive directors with extensive paperwork.  In some organisations, this may be deliberate, to overwhelm non-executive board members with so much information that it becomes virtually impossible for them to thoroughly review or question it.  This tactic, he argues, is a way for executives to discourage meaningful input from non-execs by drowning them in details.  To counteract this, he advocates a slim board pack approach.  

“If you don't know your fellow board members, you probably don't know the executive well enough either”
Sir John emphasises the critical importance of knowing fellow board members and even the executive team well, viewing this familiarity as vital to effective board service.  A disconnect among directors and executives stems largely from the overwhelming focus on paperwork and procedural accountability, which, in his view, can impede meaningful connections and decision-making.  

“There are no stupid questions, and there are no stupid opinions”
Sir John offers direct advice to board members who feel overwhelmed by excessive paperwork and information overload and stresses the importance of voicing concerns and setting boundaries if the volume of information prevents them from making informed contributions.  

The three top takeaways from our conversation are:
1.      You have the right to ask questions and to offer opinions about any subject before the board.
2.     Identify concealment or evasion, and always remember that a hidden problem can lead to a much worse crisis later on.
3.     You can't do your job if covered with paper and sometimes deliberate you're covered with paper and sometimes deliberate evasion, and you may have to say, "There’s no point in sitting on this board because I'm unable to do my job."

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Most Directors serve on boards in one or two countries. The argument often is that one Most Directors serve on boards in one or two countries. The argument often is that one has to understand the legal requirements and the cultural context. Is this the only way in our connected world?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, reflects with Christof Kutscher about his experience serving on boards in 20 countries on five continents.  

Christof holds multiple key positions in the financial industry. He is Chair of the Board of Directors at Bergos Private Bank and a board member of Carmignac Gestion, Indeez, and Gnothis Holding SA.  He was CEO and Chair of Climate Asset Management. Christof has also held leadership roles at prominent firms such as UBS Global Asset Management and AXA Investment Managers.

“Well, I didn't start on five continents…”
Christof’s board career began in Switzerland and expanded across multiple continents over time.  While his experience of serving on boards in different countries and cultures has been intellectually stimulating, he emphasises that the real differences in board dynamics often stem from the type of company rather than geography.  His extensive international experience has enabled him to navigate these complexities and add value to companies around the world.

“I said, ‘No, I'm not looking for a job’”
Christof explains how his global board career started with some ex officio roles.  As a senior manager in a large global bank, his work naturally extended across many countries.  Initially, he served on country boards in Europe, but as the bank expanded, he joined boards in Asia Pacific and joint ventures around the world.  He says this was invaluable training, offering deep cultural insights and a firsthand understanding of how different countries approach board governance.  This varied exposure shaped his ability to adapt and thrive in various cultural settings.

“I typically don't steal the money, and I'm culturally adaptable”
When asked how he initiated and developed his global network, Christof emphasises that it’s all about trust and delivering more than expected.  He explains that board roles are heavily trust-driven, and having a solid reputation without any risky experiences in your background is key to gaining and maintaining that trust.  While he continues to receive invitations to join boards from headhunters, he feels that his reputation for integrity and cultural adaptability often opens the door.  

“I love the deep dive to understand the company, the industry, the strategy”
Christof applies strict criteria when evaluating board roles, often recognising whether a position will be a good fit early.  He emphasises assessing whether the role aligns with his values before committing.  Christof explains that he has never wanted to be a decoration rather than a real contributor. 

The three top takeaways from our conversation for effective directors and boards are:
1.      Avoid boards with people with egos so high that the board cannot operate. Individuals may be influential, incredibly smart, and experienced, but they must ensure their ego does not get in their way to help the company. 
2.     Make sure that the board is doing what it's supposed to do. It's about strategy, setting, compensation of senior management, risk management and liabilities, so all the regulatory stuff.  You can have the best director insurance on the planet, but you will run into trouble if you don't do that properly. 
3.     After you are on the board for six months or so, decide if you can really contribute to the board or whether to get out early rather than wasting your time but move quickly. 

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In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses tech boards with Irene Arias Hofman, CEO of IDB Lab, the innovation and venture laboratory of the Inter-American Development Bank Group. 

“We do care a lot about the principles, the values, the incentives”
Irene begins by outlining that when evaluating tech boards, especially in startups, investors focus on several key elements.  Using her organisation’s portfolio as an example (which includes startups typically at Series A or B stages), she explains that they pay close attention to the governance of both the startups and the venture capital (VC) funds they often invest alongside. They believe that the governance of portfolio companies and VC funds is crucial, although the governance of each differs significantly.  

“They need to a bring in a whole set of other aspects…. that they didn't have to worry about when they were just a two people team”
From an investor’s perspective, Irene describes how a good board in a startup balances technical expertise with broader strategic and corporate skills.  As the company grows and becomes more institutionalised, the board needs to expand its skill set to include governance, organisational management, social skills and strategic foresight.

“They have more control… or more choice than maybe they think in terms of who's on the board”
Irene then outlines how successful boards differ from struggling ones in several key ways.  First, they ensure the right fit of board members rather than simply accepting any investor who offers capital.  She notes that startups often feel they have limited control over their board composition, especially when large investors demand board seats.  However, successful startups are, in fact, deliberate about selecting board members who bring real value.  

“Only 6.2% of board seats in unicorn companies are held by women”
Board diversity is also a distinguishing factor.  Data shows that companies with women on their boards perform significantly better, yet Irene notes that women still hold only a small fraction of board seats in unicorn companies.  

“It's become trendy, and it can be good to say you are on the board of a high-growth tech startup”
A good board member in the startup context needs to be highly available and committed. Irene points out that while it has become ‘trendy’ to be on the board of a high-growth tech company, the real value comes from being genuinely invested in the company’s success. 

“You really want to know: are you gonna build a sustainable business”
When it comes to tracking a startup's progress, Irene relies on a few key KPIs that provide a solid understanding of the company’s health and sustainability - the burn rate, the lifetime value (LTV) of a customer, and the churn rate.  

The three top takeaways for effective Tech boards are:
1.      As a startup, you may be able to pick your board members more than you think, so do not feel pressure to give up board seats to investors to get investment.  It has to be a good match to build the right skill mix.
2.     That skill mix will evolve rapidly, just as the startup does. You will have to pivot your strategy. For example, if you become very successful, then very quickly, you need to become much more sophisticated in how you are run. So be ready to evolve, including evolving the composition of your board.
3.     Be mindful of bringing in board members who believe in your vision for the company and can contribute diverse views.

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Every country has its fair share of corporate failures. Afterwards, It is easy to point towards governance. Reflection and learning are essential. In this podcast, you hear from someone who has a critical governance role In Germany. You gain insights into the issues discussed and the perspectives of someone who hears daily from all players in the market - regulators, state officials, top managers, board members, the media and the general public. 

Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses current trends in German Corporate Governance with Dr. Cordula Heldt, Head of Corporate Governance and Company Law at the German Share Institute (Deutsches Aktieninstitut).  She is also Head of the Secretariat to the Commission on the German Corporate Governance Code (Regierungskommission Deutscher Corporate Governance Kodex).  

“Every declaration that you have to do is actually about nudging boards to do the work”
Cordula opens with Germany’s recent significant corporate failures, notably the Wirecard scandal, which led to new regulations concerning corporate governance.  Following the Wirecard case, German lawmakers introduced stricter requirements for risk management, internal control systems, and auditor regulations.  

“Every declaration that you have to do is actually about nudging boards to do the work”
However, despite the complaints about the administrative burden, Cordula believes the value of these declarations lies in their ability to nudge boards into taking their responsibilities seriously.  By requiring formal declarations, boards are compelled to examine their risk management and internal control systems closely – and this scrutiny is not only limited to financial reporting but extends to the entire governance framework.  The intent is to ensure that supervisory board members ask the right questions and engage more deeply with these systems.  

“As a board chair, you're looking for people that you can propose to the board and the general meeting that can fill the whole seat”
One effective approach some companies adopt, which Cordula notes, is reporting on the different levels of expertise within the board.  This means acknowledging that not every board member starts with the same level of knowledge, especially in specialised areas.  She believes this trend toward acknowledging and communicating different expertise levels supports more effective board development and governance.

“Of course, they think it's burdensome, but everybody knows the alternative is regulation”
Cordula advises bringing directors and policymakers closer together to create better boards.  She also understands that while directors generally support the code, they often find it burdensome, although they recognise that the more stringent regulation alternative could be worse.  She explains that one approach that has been effective (at least in Germany) is the practice of direct engagement, as Clara Christina Streit, the new chair of the German Code Commission, has implemented.  She started her tenure with a "listening tour." 

The three top takeaways from our conversation for effective boards are:
1.      Familiarise yourself with the ongoing governance debates, focusing on principle-based and effective governance.  This will help you better navigate and meet reporting expectations.
2.     Be aware of the potential expectation gaps in corporate reporting.  Understanding these gaps can help you align reporting practices with expectations of stakeholders and regulators.
3.     Consider the board a cohesive team that must work together to ask the right questions and prevent governance failures.  

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Recently, there has been a surge on social media stating that diversity, equity, and inclusion (DEI) are bad for business.  Some of the world’s largest firms have also significantly reduced their investment in diversity and inclusion.  But what does this mean for boards that do believe DEI are good for business? Should they change how they approach this agenda, and if so, how? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether DEI is bad for business with Prof Grace Lordan from the London School of Economics, Founding Director of The Inclusion Initiative, economist, and labour market skills expert.   

“What boards need to think about is how inclusive are their teams at the micro level, so that when they aggregate, we get those productivity gains”
Grace opens by considering an example – an imaginary scenario where DEI might negatively impact business.  Imagine starting a new job and meeting your team for the first time, being different in some way – perhaps gender, ethnicity, or language.  You have valuable knowledge and are excited to contribute, but you're repeatedly interrupted or ignored when you speak up. In this situation, you could respond in one of four ways: silence, dissent, quitting and conformity. These responses show how poor inclusion can make DEI detrimental to business.  

“The biggest thing we can do is say this board doesn't engage in consensus-based decision making”
Grace notes that boards must consider what's happening in the room and any member’s desire to “fit in.”  She attributes many big behavioural risk scandals to groupthink at the team level and board members who are aware of a potential issue but fail to speak up because they don't want to upset the apple cart. 

“These good habits, unfortunately, haven't necessarily infiltrated boards yet”
Behavioural changes are vital to advancing diversity, equity, and inclusion (DEI) in organisations, not only at the board level.  Grace outlines how to promote inclusive behaviours, starting with establishing clear rules for meeting hygiene.  These guidelines will ensure everyone has an opportunity to speak. 

“If you invest in an inclusive culture, you should see gains in the fundamentals. You definitely won't see losses”
Grace’s research explores the broader implications of inclusion on fundamental business metrics such as growth, innovation, patent filings, stock returns, return on equity, and return on assets.  She established a clear, positive relationship between inclusion and long-term business outcomes.  Diversity alone showed gains only after reaching critical mass. However, when inclusion is paired with diversity, the need for a high critical mass diminishes.

“Millions and millions of pounds are wasted each year on diversity equity and inclusion initiatives”
Grace notes that to realise productivity gains, board members must prioritise fostering a culture of inclusion, where diversity is genuinely valued and diverse talents are not pressured into conformity.  

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

1. Integrate inclusion with diversity: Ensure that diversity and inclusion strategies are embedded within the business, not confined to HR or external consultants.
2. Audit and enhance boardroom voice: Boards must pay attention to who has a voice in discussions, ensuring that there is sufficient cognitive diversity. 
3. Treat DEI as a long-term investment, particularly valuable for companies focused on growth and innovation. Prioritise creating a culture where team members feel comfortable challenging each other, driving real business gains.

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Corporate Governance Codes worldwide state that an internal board evaluation shall be conducted in years one and two after a fully facilitated external evaluation.  It is one of those tasks on a Company Secretariat's calendar that has to be done.  But how?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses mastering internal board evaluation with Chloe Barry. Chloe is Group Company Secretary at Kingfisher, an FTSE100 organisation.

“I'm fortunate to have moved from one engaged chair to another”
Chloe starts by explaining her board evaluation process, with the next one planned for the autumn, which will be conducted internally.  She outlined how this is notable for two reasons: it is the first led by the new board chair.  Chloe is excited to work with them on what she is certain is a robust process.  Secondly, they will use most of last year's question set, allowing them to measure progress.  

“We want the directors to leave the process feeling assured that they have identified the appropriate actions”
Chloe admits that board evaluations can be seen as unnecessary and time-consuming. However, her experience with engaged boards and directors shows that they often appreciate the outcome. Despite the time it takes, directors recognise that meaningful participation enhances the quality of subsequent reporting and discussions, and by engaging honestly and sharing views on potential obstacles, board effectiveness can significantly improve. In her opinion, a good evaluation process is measured by the practical actions it identifies for improvement.  

“Perhaps counterintuitively, my starting point is always to look back and reflect on the previous few years' reviews”
To prepare for an internal evaluation, Chloe explains that she starts by reflecting on past reviews, considering the format, tone, actions set in the previous years, and feedback from directors.  This helps her decide on the type of review to propose, whether internal or external and if it aligns with their three-year cycle.  If changing the mechanism or provider, she will always create a shortlist, benchmark with peers, and possibly conduct a full tender.  She explains that while board evaluations, particularly internal ones, can take almost any form – verbal, paper or online - the most important thing is to ensure that you are evolving and improving in all respects.

“You need to be honest with your chair”
Chloe emphasises that honesty with your chair about past successes and areas for improvement is essential when making proposals. She relates that she introduced Better Boards for their interim evaluation last year to focus on peer reviews. Considerations included various factors such as the new platform, question set, reporting format, timetable, and communication plan. The most positive feedback from last year's review was about the display of the results and the insightful peer review section.  

The three top takeaways from our conversation are:
1.      Learn from past evaluations by reviewing agreed actions, feedback, and the process.  Show directors you are improving the experience to maintain their engagement. 
2.     Inform and engage individual directors early about the process and any new provider, and ensure they complete the evaluation.
3.     Test the survey, whether homegrown or external and ask others to do the same.  Check for clarity, insightfulness, and practical usability.  A thoughtful process leads to more engaged directors and valuable insights.

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Many Directors have positive intentions, want to leverage their experiences, support executives, and discuss the big picture in the boardroom. But many quickly become disillusioned, stuck in detail, ticking off boxes and agenda items rather than supporting executives and helping the organisation make a real mark.  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards www.better-boards.com, talks with Sir John Tusa. He is known as the main past presenter of BBC2's Newsnight programme. He was Managing Director of some of the most iconic media and cultural centres in the United Kingdom, such as the BBC World Service and the City of London's Barbican Arts Centre and chaired the boards of the European Union Youth Orchestra, University of the Arts London and Wigmore Hall.

“We are here to help to make the organisation a better, more creative place"
Sir John began by observing that a board that is too formal and strictly adheres to rules can stifle creativity.  While it is important to follow regulations, boards that only focus on minutes and compliance miss the mark.  

“The practice of constant accountability prevents people from having ideas”
Sir John explains that it presents a missed opportunity if a board does not make time for innovation. To avoid this, boards should ask if they focus more on responsibility or accountability.  He believes accountability often means constantly proving compliance to external parties, while responsibility involves making decisions and owning the outcomes, good or bad.  Boards should prioritise responsibility, embrace new ideas, and be willing to accept the consequences of their decisions. 

“Give yourself permission on a board not to be tied down by rule”
Sir John wishes boardrooms would handle routine business swiftly and then dedicate the rest/bulk of the time to discussing big ideas.  These discussions do not always need conclusions but require an open-minded approach, and the chair and chief executive must foster this creative environment.  Board members are not there just for their specific skills; they are there as whole individuals.  

“It's vital that boards spend time together”
Spending time together outside formal meetings, as Sir John experienced on an American board, can significantly improve board dynamics because boards need to be enjoyable spaces.  So, as chair, focus on creating an open, fun, and collaborative environment while ensuring that the board members feel valued and heard.  This will foster an atmosphere where innovative ideas can thrive.  

“You won't do it just by being stuck in the mud and saying, ‘We're observing the rules’”
Sir John concludes by pointing out that as an individual non-executive director or trustee, you can influence and contribute to creating a vibrant board atmosphere, even if the chair is not taking the lead.  He suggests that boards thrive when members feel valued, heard, and motivated to contribute their best.  

The three top takeaways for effective boards from our conversation are:
1.      Remember that a board is there to help create and sustain a vision. The vision comes from the chief executive, but the board can contribute to that and needs to be forward-looking.
2.     Consider whether everybody contributes equally and is allowed to contribute.
3.     Be very careful how you deal with objectives. People think something has been done just because they've achieved the objective, but this might not mean value is added. 

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As board members gain awareness of the possibilities and power of AI and analytics, an almost unlimited array of potential projects, questions, or scenarios where analytics could improve outcomes arises.  The challenge is how to prioritise the various opportunities. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses using AI and advanced analytics to deliver value in the boardroom with Professor Bernardo Almada-Lobo, co-author of The Analytics Sandwich: Bringing People and Artificial Intelligence Together to Unlock Business Value. 

“If you really want advanced analytics and AI to deliver game-changing value, the secret sauce is to approach it with short, laser-focused projects”
Bernardo explains that organisations often take two ineffective approaches to AI and analytics, leading to disappointing outcomes.  They either embark on a massive analytics project, or different teams initiate numerous mini-projects driven by personal curiosity or bias.  He underscores the need for a strategic, business-led approach, focusing on short, laser-focused, collectively agreed-upon projects that are directly tied to strategy. 

“This technology has the potential to affect every industry and every function of a company”
Bernardo believes that boards must understand the opportunities and disruptions generative AI, and advanced analytics present. This awareness helps avoid two common pitfalls.  The first is that boards may demand AI projects using a push analytics approach without organisational alignment, focusing on available data rather than the problems.   Second, management teams may move faster on opportunities than their boards are prepared for.  

“By integrating AI and advanced analytics, boards can enhance their effectiveness, make more informed decisions, and drive organisational success”
Bernardo explains that integrating AI and advanced analytics can significantly enhance the effectiveness and inform decision-making of any board when considering its responsibilities. 

“Any director who fails to integrate AI into their work and decision-making process in the near future will not be allowed to serve on the board”
Bernardo warns that boards need to address know-how gaps to effectively apply AI. Board members should possess basic AI literacy, which will become a standard requirement. 

“Analytics is not a substitute for people. It's a support, a way that we have to harness their knowledge and combine that knowledge with state-of-the-art AI and machine capability to augment, instead of replacing”
Bernardo gives a list of tips for the C-Suite on AI Integration. 1. Walk the Talk. 
2. Align AI and Advanced Analytics with Business Objectives and Culture. 3. Combine People and Analytics.  

The three top takeaways for effective boards from our conversation are:
1.      Any director who fails to integrate AI into their work and decision-making process in the near future will not be allowed to serve on the board. Minimum literacy on AI will be mandatory.
2.     AI will not entirely replace human decision-makers in complex decisions. Instead, it will complement human experience and judgement.
3.     AI and advanced analytics only deliver value when problem-centric. If you want to do pull analytics, you need high C-suite maturity and sophistication. 

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Climate change is not just a distant threat, but an urgent and immediate reality that is forcing fundamental change for organisations, often transforming their business models.  The role of governance in enabling and guiding the urgent transition to the net zero economy has never been more crucial.  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards) discusses how Chairs can structure their committees, why climate change is central to business resilience and growth, and the role of the board with Vicky Moffatt. Vicky is CEO of Chapter Zero, the Director’s Climate Forum, a global membership organisation for Non-Executive Directors and Chairs. 

"Every director needs to understand that over the longer term, there are only two scenarios for the transition and our global economies”
Vicky sees boards at every stage of the climate journey. Her work is about educating members to be effective climate leaders from the boardroom. To her, climate is not just a governance issue but a call to action that should be addressed at every level of the organisational structure. Segregating climate issues into an ESG committee is an ineffective approach. Instead, it is the directors' responsibility to take the lead in designing and executing the clean energy transition, thereby making a significant impact on the future of our planet. 

“I think the longer-term nature of the net zero transition makes it fall in perfect alignment with the very role of the board itself”
To Vicky, the corporate governance code promotes the long-term, sustainable success of the company, generates value for shareholders, and contributes to wider society. Leaning on that definition makes board work and net zero perfect bedfellows. So, it's not about the individual director at all; it's about shifting the very culture of the boardroom itself.

“The further you go, the more you realise climate and sustainability are issues for every board committee and indeed for the whole board”
ESG committees can be hugely important in driving change around business models and strategies, but the issues of climate and sustainability impact so much that the whole board needs to be involved. 

“There is a sense that this work is too difficult”
Vicky points out that when it comes to climate and climate transition, fundamental, systemic change is needed. It can feel overwhelming and intimidating, and there’s a lot of unfamiliar territory. So, everyone needs to be comfortable with being in a mode and mindset of learning rather than giving in to the overwhelming aspects. 

“Great work is happening out there”
Vicky shares some concrete examples of great work in the podcast episode. 

“The chair is crucial. But in some of the more progressive boards that I've seen, the chair is sort of like the goat herder, leading from behind”
Vicky feels that when it comes to climate, it really is conventional change work, even though the Net Zero agenda is the most extraordinary change programme ever written. With all excellent change work, it is about having a powerful guiding coalition with a clear vision. Chairs lead this, sponsor this, and enable this, but the best chairs create the space for their teams to carry the work forward.
The three top takeaways for effective boards are:
1. There are only two scenarios – invest in the clean economy or experience runaway climate change. 
2. A good transition plan is linked to good governance and must be led by the board.
3. Climate change is an issue for the FULL board.

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Managing an ever-growing agenda, Company Secretaries today face a plethora of issues that can pull their focus in countless directions. It's truly challenging to work effectively with the board and keep on top of the ever-changing economic, technological, and regulatory landscape. So, how can Company Secretaries maintain clarity and focus amidst their expanding responsibilities?

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses mastering the company secretariat with Jason Wright, Society Secretary at Nationwide. 

“If you do the small things perfectly, you'll be trusted to do the big things”
Jason, a self-proclaimed perfectionist, believes in the power of attention to detail. He likes to have plenty of reassurance that anything he or his team is responsible for will be done and delivered as expected. To prevent surprises, especially around board meeting days, annual events, and the annual reporting, he carefully monitors moving parts and what’s going on with various projects, checking and re-checking. This meticulous approach helps him feel on top of things, and crosschecking to ensure he’s prepared helps build trust in his position. Jason believes getting the small stuff right wins trust for involvement in bigger tasks. 

“You have to give the impression of being the calm, serene swan on the river paddling upstream. But, below the surface, your legs are going like crazy, just to stay still sometimes"
The sheer volume of materials and regulations that board secretaries manage is incredible and growing more extensive and complex. Jason likes to look ahead to the next year as he plans to help manage agendas for each board session and event. 

“It's a lot, a lot of preparation”
Jason is very keen for his team to sit down with the agenda for each board cycle. They look for items appearing in multiple committees or multiple meeting plans to remove duplication and place things in the most effective spot for resolution. He also looks at the structure of the agenda. His current Chair wants each board meeting to have a strategic, operational, and socially minded agenda item, which gives Jason a structure and framework to work around as he builds agendas.

“You need to understand the Directors, to help the Chairman help them bring the best of themselves to the meetings”
To help his board work effectively, he connects with each Director, checking on their needs, seeking feedback, and listening before and after each board cycle. This creates a positive relationship and gives him a better sense of what each Director likes, dislikes, prefers and needs for the meetings.

In meetings, Jason sits next to his Chair, helping flex the agenda as it flows to allow for extended discussions, faster resolutions, or other day-of changes. He keeps team members just outside the meeting to help manage board guests. 

“What you have to do, first of all, is prove to them that you've got something to add”
Jason has worked to achieve his relationships and influence by showing that he could make a positive difference in the board's effectiveness and accomplishments. He actively looks for places where he can anticipate a need or remove a burdensome task for a Director or his Chair. 

The three top takeaways for effective boards are:
1.      It's essential that you enjoy the role. It's a privilege to be at the table where the big calls get made, so you need to enjoy it.
2.     You need to know your place. You're there to serve and support the board. Focus on that with laser vision.
3.     Nail the smaller details, and you'll be invited to the big stuff.