Navigating To The Boardroom, Thriving When You Get There

For many global executives, an appointment to the corporate boardroom as a non-executive director marks the pinnacle, defining moment of their business careers. The call to serve in such a critical governance position is an invitation many accomplished leaders deserve, but few actually get to savor. It is, most often, the result of exceptional business performance, purposeful relationship building and career planning, and a reputation forged by hard work, commitment and a superb reputation.

 

Yet the historic profile of a compelling board candidate – and a successful non-executive director – continues to morph into a far more complex and time-consuming role than ever before, assert John T. Montford and Joseph Daniel McCool, authors of the just-released book, Board Games: Straight Talk for New Directors and Good Governance (Praeger Publishing, June 2016). Montford, the Audit Committee Chair of Southwest Airlines, one of the world’s most profitable airlines, and McCool, a global advisor on executive search and succession best practices with views on how the board nominating process is shifting, say the non-executive director’s role is the subject of growing scrutiny by activist investors, the media and politicians, alike.

 

If getting to the boardroom isn’t enough, thriving once you get there is a challenge only the most accomplished and determined global executives will realise – and that, only after understanding how the rules of the governance game are changing and requiring new skills and more time from today’s non-executive, independent directors.

 

The potentially existential threats to today’s corporate boards – and the historic view of effective corporate governance – come in a variety of forms these days. These include:

 

1.    Bids by activist investors to gain access to the corporate proxy, essentially using it as a vehicle to nominate their own director candidates

 

2.    Mounting threats posed by cyber-security breaches, often targeting corporate records of customers’ credit card and personal data, and exposing companies and their directors to damaging media headlines and extensive data recovery and other costs

 

3.    The increasingly complex nature of corporate finance, including the shell game of classifying corporate revenue under a variety of labels, leading to the obfuscation of the facts and confusion among directors

 

4.    Challenges related to effective CEO succession and compensation, which can turn from highly politicised, somewhat “untouchable” topics for sitting boards to an organisational crisis faster than most directors realise

 

5.    Being seen as disconnected from shareholders, employees and shareholders. Calls for reforms in corporate governance have moved some governments to legislate the composition of today’s non-executive boards, reserving a required quota for female directors. Further, calls to diversify today’s boards continue to mount and put those boards built purely on “the good ‘ole boys club” under increasing pressure to seat new members who reflect the company’s consumer base.

 

It’s true, Montford and McCool observe in Board Games, that a stellar reputation, superb business acumen and experience and exceptional relationships are still very much the same things that can take your executive career to the non-executive board. But the job description is changing. The non-executive’s role has become a time-consuming responsibility, and one that requires an increasing amount of homework, independence and due diligence just to keep pace with the pace of change and reform.

 

The human, interpersonal dynamics that shape the very function of today’s boards remain critical to success in the boardroom. So, too, does the open-mindedness that moves that silent voice inside to reminds you – either as a new director or a veteran of the boardroom – that the rules of the game are changing and those best able to adapt are the ones most likely to thrive in the future.

 

Full article can be read here