Anita Wingrove

Thanks, Emma.

It's really lovely to be here.

This is a great question, Emma, and it's certainly something that CEOs should be thinking about during the selection phase, actually.

to really get to know the board and understand how the board ticks.

This is firstly understanding the chair, the background of the chair, thinking about the composition of the board.

Is it a mix of independent directors as well as investors, for instance?

Does the board comprise a group of industry experts or are there a broader set of

directors.

It's also really important for the CEO to be clear about the context of the company moving into the role.

Is it a crisis scenario?

Is it a turnaround scenario?

And indeed, what are the individual perspectives of each board member with respect to these topics?

And then finally, relationships take time.

It's important for CEOs to get to know each board member at a personal level, putting in the time they're

will help them really understand the expectations of the board.

When I think about this, I'd kind of break it down into three parts.

Firstly, it's all about the frequency of conversation.

And this is both formal and informal catch-ups with the board.

Secondly, it's about transparency.

This is about sharing with the board the good news and the not so good news.