For women serving on boards—or working toward that goal—recognizing subtle but significant governance missteps can make a meaningful difference to the board’s overall effectiveness. These blind spots, if left unaddressed, can weaken...
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To meet these new expectations in an ever-changing business landscape fraught with multi-faceted risks, boards must also question their assumptions about growth and the lens through which they are examining systemic risks. A...
For decades, boardrooms have often been spaces saturated with male voices, dominating every conversation. In the face of that, the call for women to rise, take space, and own their power has never been more imperative. And Cecile Peterkin, the founder of The Leadership Coaching Centre, has been championing this call for over two decades...
In general, directors should be actively engaged in their duties to monitor important developments of the corporation. They should regularly attend board meetings to weigh and consider key decisions that may impact the corporation...
Big US companies already appear less likely to appoint women to corporate boardrooms since President Donald Trump returned to office, representing a reversal from his first term (2017-2021) when senior businesswomen’s prospects relative to men’s continued to improve...
Effective boards and directors are continually learning about the business and the context and are deeply engaged with stakeholders to understand their perspectives on the organization. There’s this really advanced level of inquiry and inquisitiveness, and making sure they understand the context within which they’re working....
Only 23% of US and UK directors believe their board is operating at its full potential, and nearly half (46%) say their board doesn’t add enough value to their organisation. Nearly a third of directors (31%) say their board adds no value at all - and half of that group believe their board is holding the organisation back...
The vast majority (83%) of C-suite leaders say maintaining or expanding DEI is essential to mitigating legal risk, according to a survey......Another 68% of business leaders say that moving away from their DEI policies would actually impose more risk for their companies....
Given the significant legal and social risks of maintaining DEI work and the significant legal and social risks of retreating from DEI work, this report offers four practical recommendations for how leaders can assess risk in DEI programs, modify programs as necessary, align communications to their strategy, and maintain commitment even in the face of headwinds...
Achieving equitable outcomes in governance requires more than diverse representation; it necessitates intentional inclusion. Inclusion ensures that all board members, especially those from underrepresented groups, have an equal opportunity to contribute, influence decisions, and feel a sense of belonging. Without this focus, diversity efforts risk falling ...