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Environmental risks make up half the Top 10 risks over the next ten years. Climate change remains one of the most urgent challenges confronting boards in their oversight capacity. How can boards improve their oversight of climate-related risks? And what does accounting have to do with it?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Director of Better Boards, discusses how boards can improve their oversight of climate-related risks with Mike Mahoney. Mike is the CEO of the E-liability Institute, a global non-profit organisation advancing accounting upgrades to drive green innovation and reduce carbon emissions. In November 2021, Professor Bob Kaplan of Harvard Business School and Professor Karthik Ramanna from the University of Oxford published a prize-winning paper, Accounting for Climate Change, which is the foundation of the E-liability concept. 

"Let's focus on the fact that investors say climate change poses one of the largest sources of financial risk to companies and their asset owners"
Climate change has been discussed for years in the context of ESG and sustainability, but Mike says it remains a top risk for boards. Of course, risk is often the flip side of opportunity. Mike feels companies can develop and sustain advantages in how they effectively mitigate these risks or in how they help customers mitigate these risks. These are important strategic issues for management and boards alike. 

"As emissions continue to grow around the world, the current system simply isn't working"
Mostcompanies use approaches to carbon accounting based on carbon disclosure requirements that aren't fit for purpose. To appropriately analyse and mitigate climate risk, companies need to precisely understand the carbon intensity of their operations and that of their suppliers. Instead, firms are leaning on estimates and industry averages, which can be highly inaccurate and introduce so much distortion as to render carbon disclosures useless. 

"There are six questions to answer about how the company and management are thinking about measurement and accounting of climate-related and emissions data"
Listen to the podcast and add the questions to your repertoire.

"With e-liability, instead of accounting for costs, we're accounting for carbon"
E-liability is an accounting algorithm that allows organisations to produce real-time accurate and auditable data on their total direct and supplier emissions and those of any of its products and services. It is a simple, open-source, free-to-use set of principles that can create an accurate and auditable total "cradle to grave" carbon footprint number. 

The three top takeaways from our conversation are:
1.      Climate risk is financial risk, and companies and their boards should manage it as such. Climate risk can be quantified, measured, and mitigated. It can represent a strategic opportunity for competitive differentiation as long as the company's claims for differentiation can be audited and are meaningful to its customers.
2.     It matters how a company does its carbon accounting. Management and the board need rigorous emissions accounting to understand and mitigate risks and seize opportunities.
3.     Everyone should learn more about how companies can improve their carbon accounting by visiting the E-Liability Institute (https://e-liability.institute/). The site has a wealth of information, including the original papers published Bob Kaplan and Karthik Ramana, and a chance to connect with the company to learn more and explore pilot adoption of this approach.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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 Generative AI will profoundly impact how we work and how organisations operate. My podcast partner has said that it is the most dramatic change we have seen since controllable electricity. Yet, in our board evaluations, we see little about the systematic integration of AI in the agendas of boards. What questions do Directors need to ask in the boardroom?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the questions boards need to ask about AI with Professor of Management Practice at Harvard Business School Joe Fuller. 

"Companies are asking entirely the wrong questions"
Prof Fuller feels many companies are still asking the wrong questions. Too many firms look at AI as a super SaaS product. It's not, and that misunderstanding is limiting them in preventable ways. Instead of asking, "How can this make my current process more efficient?" Professor Fuller feels companies need to ask, "How do I build the processes to make the most of this technology?" That shift captures the astonishing breadth and potential of AI. 

"It's very important that boards and management go on a learning journey together"
According to Professor Fuller, management and boards need to work together to demystify AI for their employees. AI is the subject of a lot of spurious reporting and a lot of rumors. Worse, while some 60% of workers feel AI will change the world of work, only 25% of workers feel it will affect them. That's a level of disconnect Professor Fuller feels will catch many people by surprise.

"For a board not to be asking these questions and, through their dialogue with management, learning how to ask better questions, I think, is a rather important abandonment of their responsibility"
AI has many positive applications, but it also brings with it risks. Who owns those risks, tracks them, and is held accountable for them? Professor Fuller feels boards can play an essential role here, helping set up governance structures and models of use to protect and serve the company's operations. 

"If you have a lot of data, that's a huge natural advantage with AI. And so the question becomes, how quickly can I train that data?"
Professor Fuller feels success with AI has two parts – the amount of data available and how fast that data can train your AI into a useful state. Companies that use AI and keep pace with updates could end up with a permanent competitive advantage. 

"The skills we're going to be looking for will change as this technology becomes firmly rooted in business processes and provides management with the types of insights and data that were often unavailable to them in the past"
Professor Fuller notes that what companies will be looking for in top talent and for board members is changing. Responsive technology trained on historical data has the potential to replace traditional time-linked credentials and make tenure in a role less valuable.

The three top takeaways for effective boards are:
1.      AI is as important a development in business as we've seen in the last 200 years. It will drive a permanent, critical transformation as impactful as the steam engine or controllable electricity.
2.     It's changing rapidly, and while there is a learning challenge, companies have to view this as an unbelievable opportunity to create a competitive advantage. 
3.    AI is a very powerful tool. We hope it will be used for good but boards need to be mindful of what a powerful tool can do in the hands of bad actors, and guard against that risk where possible. 

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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What does good look like? What does it mean to lead an effective board? These are probably two of the questions I most often hear. In our board evaluations, we see vast differences in how Chairs and boards perform.

In this podcast, I, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses leading an effective board with Andreas E.F. Utermann. Andreas was appointed Chairman of the Board of Directors of Vontobel Holding AG in 2022. Previously, he led Allianz Global Investors. Beginning in 2012, he initially served as a co-head and Global Chief Investment Officer. In 2016, he became the CEO, a position he held for multiple years before transitioning into an advisory role, philanthropic, and external board work.

"The transition is greatly helped if you feel you've done what you need to do and what you thought you wanted to do as an executive"
While some executives struggle to move over to board work, Andreas feels the transition is much easier if you feel you've both done what you needed and wanted to do as an executive. 

"Getting transparent, honest feedback individually is super, super helpful for personal development. It's also really helpful for group dynamics"
On many boards, regular performance evaluations are still uncommon or held for later in a board member's tenure. Yet Andreas feels getting those conversations going right away is critically important for good governance, board futureproofing, and overall board effectiveness. So, as soon as he joined the Vontobel board, he helped initiate Board Evaluations in partnership with Better Boards. 

"If you want to be successful, you need to be a contrarian"
Andreas is aware this approach to board evaluations is a little contrarian. This is intentional. Andreas credits his training as an investment professional and his upbringing by his parents for giving him the instinct to avoid groupthink and work opposite to the crowd. To him, if you want to beat the market and be truly successful, your best bet is to do something different.

"Good chairs need to have a high EQ"
Being effective as a board chair these days requires a high EQ. Andreas notes that modern boards tend to be quite diverse, with strong personalities to manage. Along with this, Andreas feels good chairs must help create safe spaces for high-quality conversations. 

"The sequencing of board meetings is a significant part of a successful board meeting"
Before each board meeting, Andreas asks his assistant to block time so that he can reflect on the key topics that need to be addressed. Then, he works to organize the board meeting so that the most intellectually complex and emotionally intense conversations happen early in the day or first thing in the meeting. 

"Keep admin stuff to a minimum"
Another unique practice Andreas uses to keep his board meetings impactful is minimizing the administrative aspects. He feels board meetings should be focused on strategic discussion. So, Andreas uses a pre-meeting call to cover administrative details before physical meetings. 

The three top takeaways from our conversation for effective boards are:
1.     Be courageous. If you fail at first, try again, and keep looking at life as a learning experience.
2.    Be honest. If you're no longer passionate about what you do and are not learning anything, it's time for a change.
3.    Take time to reflect each day on what you're learning and experiencing, jotting down your reflections and insights so that you can incorporate them into your own continuous learning experience.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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A crucial yet often overlooked aspect of board effectiveness: stories. Imagine a world where numbers and strategies come alive, painting a vivid picture of your company's future. When it comes to decision-making and leadership, how can compelling narratives inspire your board and drive tangible results? The ancient art of storytelling can be your modern tool for boardroom success.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the importance of stories with Jyoti Guptara, who excels in helping leaders align narratives with corporate culture, fostering an environment where stories become a driving force for organizational identity and strategic direction.   

"We really want to tell a story that can connect people, tell them what we're all about, and invite people to join us on that journey"
Why do many mission statements fail to change behaviour? Why do most change efforts fail? Jyoti says that when these strategic communications are abstract, they don’t connect with people. An important lesson for businesses and leaders is to tell a good story that helps transform abstract ideas, strategies, and mission statements into something graspable and tangible. 

"The larger the organisation gets, the more important the story becomes"
Jyoti says companies are struggling to convince people why they should care. This is true even at companies that have a fantastic mission and story. They are struggling to tell a compelling story, and this directly links to the issues that many firms are facing with employee engagement and community building. Storytelling helps create clarity around the mission and work of the company. It also creates the space for community connection and for building a powerful community around a shared mission and values. 

"There are different stories for different contexts"
To Jyoti, telling a good story comes down to telling the right story to the right people at the right time in the right way. This requires narrative intelligence, a skill that can be learned and honed with practice. Jyoti recommends thinking about where you're telling a story and why: your goal with the story. Different contexts require different stories. He says one basic principle he's found helpful is to think about story sizes. Some situations have space for a five or 10-minute-sized story. In other situations, you've only got 60 seconds. 

"Boards that do get storytelling right can be a lot more effective"
To Jyoti, it's dangerous for boards to overlook storytelling. Board effectiveness improves when storytelling is in play, and good stories can also help with board development and governance issues. On an individual level, having a good story can influence who is brought onto the board and who stays on the board. So, to Jyoti, people need to develop strong personal narratives that showcase their experience and expertise. Once a part of a board, the individual stories can help unite the group and build cohesion as everyone gets to know and appreciate each other. This is especially important in board situations where you are trying to bring together a group with diverse backgrounds and perspectives and meld that group into an effective unit.

The three top takeaways for effective boards are:
1.       People are not rational. Our default mode is to be emotional and rationalise after the fact. Remember this, and try to appeal to the whole brain by using stories.
2.     When people hit you with fact statements or statistics, ask them to reframe it as an anecdote to give a fuller picture of the situation.
3.     Practice telling stories every day. This will help you hone that tool in low-stakes situations so that you can shine in high-stakes environments.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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Executive pay attracts attention and scrutiny as companies and society at large face the challenges of rising prices and interest rates. It is a true challenge to strike the right balance between executives and stakeholders. The big question is: How can companies strike the right balance?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards www.better-boards.com, discusses executive compensation with Paul Norris, Senior Partner of MM&K Limited. Paul has over 35 years' of experience in executive compensation and advising on remuneration structures, policy, performance, and governance. 

"There's no doubt the role of remuneration committees and remuneration committee chairs has become more demanding"
Paul sees remuneration committees (RemCos) facing more demanding and more complex challenges than in the past. Why? It comes down to four key challenges. 
First, there's a much broader range of interests and objectives from a larger group of stakeholders to manage than ever before. 
Second, RemCos must pay attention to official regulatory groups and unregulated proxy agents nationally and internationally. 
Third, management succession planning is becoming more important. Paul sees a lot of scope and a good argument for mixing and blending the work of the nomination and remuneration committees. He feels this collaboration can bolster diversity and inclusion at the board and executive levels. 
Fourth, there's the challenge of solving the pay-for-performance equation. 

"What works well is being visible"
With so many stakeholders and interested parties to satisfy, Paul says the role of the remuneration committee is expanding. To fulfill that role successfully, he feels communication is key.  Good communication between the committee, HR, and the CEO and targeted communication with stakeholder groups.

"Don't report what you'd like to do, report what you have done"
Paul says what shareholders are looking for is clear reporting of actual results.  Clear disclosure opens the door for feedback from stakeholders, shareholders, and regulators, both in the public sphere and internally. Getting this feedback is vital for effective governance and compliance, too.

"There's a much, much greater use of ESG performance targets"
One trend Paul sees globally is linking ESG targets with executive incentives on a much broader scale than before. It's not just a trend in the regulation, though that's a part of it, but there's also great pressure from investors. 

Controlling the company story and crafting a consistent narrative is key. You want to tell a story both stakeholders and regulators can understand and be able to match your story to demonstrate progress against targets. 

"The money's got to come from somewhere"
Paul says there has to be a balance between financial and non-financial performance targets in incentive plans. He feels that there will continue to be a rising use of blended performance scorecards, where most incentive payments will be based on financial performance measures, and the balance will be made up of strategic and perhaps ESG measures. This ensures that companies can continue to thrive financially, as the money for pay packages must come from somewhere! 

The three top takeaways from our conversation are:
1.     Don't be afraid to ask the right questions. They may be difficult questions, and that's the point.
2.    Get on the front foot and tell the story! Engage with stakeholders and shareholders.
3.    Ensure there is a robust corporate governance framework to which both executives and non-executives have fully bought in.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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We all have dreams. When we sit in our offices, we probably all wonder what life would be like If we made some different choices. In this 100th podcast of the Better Boards podcast series, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the inspiring life of a Director with Paul Halpin, who, together with his wife, made conscious decisions while developing a successful business and serving on the board of multiple organisations. 

Paul is an accomplished Non-Executive Director and Chair of Audit & Risk. After 25 years at PwC in Europe and South Africa and eight years as an entrepreneur based in Mauritius, Paul became a portfolio Non-Executive Director. 

"One had to dream of the possibilities of working overseas"
Paul remembers entering the workforce in the early 1980s during tough economic times. Now, Paul looks back fondly on his "young dreamer" self, knowing how surprised that dreamer would be by the global path of his career. Paul counts himself fortunate to have secured a job with PwC that opened doors for him overseas. Yet, despite being a long-time partner in PwC, Paul says he wasn't satisfied. 

"There was an entrepreneur always trying to get out"
Paul is fascinated with business successes and failures, something he says his colleagues continually note about him. So, even as he rose to partner and built a robust 25-year career inside PwC, Paul says he always wondered if he could have a viable business life outside a Big 4 firm. In 2004, Paul had a unique opportunity to leave PwC. He recalls talking it over with his wife, and together they made a big leap – moving their young family to Mauritius.  

"After a successful exit, there's a natural inclination to step back… but it was also natural for me to work with other entrepreneur-led businesses"
Paul notes he is uniquely able to relate to entrepreneurs. This made being approached to be on his initial two boards feel quite natural and organic for him – he recalls there being no pressure about forcing it as a next step. 

"My work ethic, my hard-working time as an entrepreneur, was appreciated when I joined other people's boards"
Paul has a strong work ethic from his years at PwC. He also understands how to work hard in one's own business. His independence is also an advantage. Paul comes to boards as a financially independent player, free from encumbrances on his judgment. 

"The commonalities are greater than the differences"
Paul says that while everyone he works with comes from very different backgrounds, they have more in common as members of a board than one might expect. Their motivations are similar in terms of getting to the best solutions. He feels board effectiveness overall is enhanced by having top talent from a multiplicity of backgrounds involved and that rather than focusing on differences, his boards just get on with it in terms of problem-solving, evaluating strategy, and doing top-tier analysis.

"Most people I've met in the boardroom haven't gotten there by following a conventional path"
Paul says that while a board member's resume might imply they've followed a conventional path, most truly exceptional board members have a deeply individual story to tell. 

The three top takeaways from our conversation for effective boards are:
1.      Life is not a dress rehearsal. Focus on happiness in your life, which will help you in your directorships.
2.    A strong work ethic, while remaining focused on the strategy and the long-term, will earn the respect of your colleagues
3.    Always ensure you have a financial cushion to be truly independent in your board directorships.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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One of the most frequently asked questions to Better Boards is “What does it take to be an effective Non-Executive Director?”  This podcast will shed some light on the topic.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Director of Better Boards, discusses how to be an effective Non-Executive Director with Marianne Loner. Marianne spent 35 years in an executive career in investment banking, commercial lending, and asset management in London, New York, Chicago, and Zurich with global organizations.  For the past 12 years, she has served on Boards in Latin America, the Caribbean, and Europe.

“Time flies when you are having fun!”
Marianne takes her work on boards very seriously but says there’s no doubt that after a long and successful executive career, it has been very enjoyable to bring her expertise to the companies she serves. She chooses to focus on emerging markets so that she can quickly make a visible difference with ESG and economic development in multiple countries.

“If you’re in one industry, you end up having very strong content”
Marianne says that while she works all around the world, by keeping her focus on one industry – financial services – she is able to be more effective. She can come into a company with a deep understanding of the regulatory frameworks, the competitive environment, and how firms can make the changes needed to innovate and be truly client-focused.

“No one country has a monopoly on best practices”
Marianne explains that governance and best practices can be very different between countries, which board members who stay in one region or country miss out on experiencing. Thanks to her global focus, she is able to make connections and see how different policies play out in different cultural and economic environments. This gives her a unique perspective.

“Have a clear idea of what you bring to the party”
To be an effective Non-Executive Director, Marianne feels that board members should have a clear picture of what they’re bringing to the role. How are you being expected to contribute? What role do you play in the dynamics of the board, in the decision-making, and in the company culture? Marianne recommends new Non-Executive Directors spend time actively listening and gaining an understanding of the company so that they can develop an effective personal strategy for influencing and shaping decisions, strategies, and tactics. 

“I read the entire pack, even footnotes!”
Board effectiveness depends on adequate preparation. Marianne has seen boards where members are not reading all the materials being provided, which she feels places them at a disadvantage in their contribution. For her, to be an effective contributor, it is vital to read every part of board packets, with a special focus on matters arising. 

“Hindsight is important for tackling issues that are still unresolved”
Marianne knows that the mandate for board members is to provide insight, oversight, and foresight. However, when issues aren’t resolved, hindsight can be useful, provided that the whole board meeting isn’t consumed by hindsight. 

The three top takeaways from our conversation for effective boards are:
1.      You cannot operate in a vacuum. To be effective, spend the time to build relationships with other board members and management.
2.    Silence does not serve the business. Have courage and stand up for what you think is right.
3.    To be effective, understand the details of the business but let management do their job so that you can keep a strategic focus and long-term viewpoint. 

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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The Board as a Team may be a surprising topic. Are Boards of Directors individuals in a group or a Team? If the Board is a team, who is on the team - the Execs, the Non-Executives, or both? The academic literature and practitioners are ambiguous about whether a Board is a team or not.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the concept of the Board as a team with Petri Hofste. Petri was for several years the No. 1 NED in the Netherlands (according to the independent analysis annually conducted by Management Scope). After a successful career as a CFO, she embarked on a portfolio career. She serves on leading organisations in the Netherlands. For her, it is vital that the Board is a team.

"A diverse Board means that in order to make it work, you have to work harder"

"The starting point is truly being interested in each other, as well as in the task at hand"

"Ensure that you focus on the right issues, and also ensure that you do not focus and do not discuss what doesn't need to be discussed"

"It generally works best if company secretaries really ensure to team up with the chairs"

"If you do not like being on a Board. If you do not feel connected to the other people on the Boards, how can you bring the best in yourself to that Board?"

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

1.      A Board needs to invest in being a team. 

2.     Understanding where people come from and bringing forward the strengths of every individual as well as the strengths of the team is worthwhile. This investment needs to be on the personal and organisational levels. 

3.     Board members owe the companies they serve and society to bring the best out of each individual on a Board.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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 When LGBT+ employees feel their employers aren't doing enough to support LGBT+ inclusion, many are prepared to look elsewhere for organisations that do. This is one of the many stark findings from Deloitte's recently released 2023 LGBT+ Inclusion @ Work report, which explores the experiences of more than 5,400 respondents across 13 countries through the lens of both sexual orientation and gender identity.  

The survey findings reinforce that when organisations foster diversity and demonstrate a commitment to LGBT+ inclusion, it can positively impact the lives and experiences of all employees in the workplace.   This is why boards need to recognise the importance of inclusion and move beyond lip service to ensure companies have the necessary strategies to ensure their organisations cultivate environments where LGBT+ employees and all employees can thrive. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards,  discusses the 2023 LGBT+ Inclusion @ Work report and why boards need to prioritise LGBT+ inclusion with Emma Codd, Global Chief Diversity, Equity and Inclusion Officer for the professional services firm Deloitte.   Emma leads the firm's strategy on gender balance, LGBT+ inclusion, mental health, disability inclusion, neurodiversity, and the development and delivery of thought leadership aligned to this strategy, including the annual 'Women@Work – a Global Outlook' report. In 2021 Emma was awarded Honorary Membership by the UK's ICAEW for her work championing diversity and inclusion of women

 Key statements

"LGBT+ inclusion and the willingness for people to be out in the workplace is a barometer for other aspects of inclusion"

"The survey shows us how important it is to LGBT+ people that their workplace is inclusive for them"

"If they are their true selves in the workplace, they're worried they'll be discriminated against, that they'll be harassed, they'll be disrespected, but then they're also worried about their personal safety"

"The importance of LGBT+ inclusion in the workplace is more important, according to this data, for Generation Z and millennials"

"One in 10 of respondents that experienced these non-inclusive behaviours said that they were exposed to physical aggression"

"Do you know how many of your employees actually are willing to give you their personal data in the first place?"

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

1.      This is important to your business.

2.     For one day try not referring to your partner by their pronouns to see just how difficult that could be for somebody who cannot be out at work, and therefore the impact on their performance.

3.     Understand that culture is everything, and doesn't just impact LGBT+ inclusion. It impacts everything - and boards have a responsibility here. Try and understand how your people are feeling, what they are experiencing, non-inclusive behaviours, and what needs to happen to deal with them properly.

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].

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So much of the global discussion of corporate governance focuses on the major themes – ESG, sustainability, stakeholder rights, executive pay, and government regulation. Yet corporate board members on the boardroom front lines often wrestle with basic but crucial issues of "boardsmanship." How do the well-meaning, part-time amateurs on a board meaningfully direct and monitor a complex business operated by full-time professional managers? Are we demanding more tactical oversight from boards than they can realistically deliver? Has the "Board of Directors" model become a dangerous anachronism?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses governance with Ralph Ward, who is an internationally recognized speaker, writer, and advisor on the role of boards of Directors and the future of governance worldwide. He is publisher of the online newsletter Boardroom INSIDER, the worldwide source for practical, first-hand advice on better boards and Directors, and he also edits The Corporate Board magazine. He is the author of six books on boards and governance.

Key statements

·        "The corporate board model is the worst way of monitoring a large enterprise, except for everything else we have tried"

·        "Small adjustments can yield significant improvements"

·        "Work with the company secretary and their staff, who are the ghosts in the machine"

·        "One of the leakiest areas for online security and data theft are the outside board members; they're a loose cannon"

·        "Intelligent, savvy people know what they're doing, but the Board of Directors model collectively makes them dumb. It makes it difficult for them to come in, hit the bricks running, and know what to ask"

·        "There is very little training on how to be an effective board member and there is almost none on how to be an effective board leader, a Chair - and that's very dangerous"

The three top takeaways from our conversation are:

1.      Being on a board is not the ultimate feather in the career cap. Check whether you know what you're really getting into and are ready to take on the commitment, liability, and regulatory dangers (especially for a major public company).  

2.     Ensure you have the time to commit. People at the corporate level on a Board of Directors are good time managers, yet they always underestimate the time and effort involved in taking on a board role. Take whatever seems like a reasonable amount of time - and double it.

3.     Keep communication. Please do not leave the board meeting and not think about it until you get ready for the next board meeting. Assume once you're on a board, it's one more job you'll have to weave into your busy schedule.

Please contact [email protected] for a copy of the full-text blog

Better Boards goes beyond box‑ticking. We bring together chairs, directors and governance leaders who want board effectiveness grounded in independent research and external benchmarks. Our proprietary, peer‑reviewed methodology shows how your board truly compares across all dimensions of effective boards.

If you would like to join the community, experience our research‑based approach to board evaluations, explore ways to work with us, or share ideas for The Better Boards Podcast, we would be glad to hear from you at [email protected].