Anita Wingrove

And the third aspect here is really about being open to the different views and perspectives of the board.

It's really appreciating the power of the manyness of the board and leveraging that to create organisational impact.

Oh my goodness, Emma, does it change over time?

It's so fascinating to see the relationship, particularly between the CEO and the chair, change, where in the early days,

the chair's role is often skewed to being the sponsor and the guiding force for the CEO.

And as the CEO's leadership moves into the middle and the latter phases, the deeper partnership evolves.

And of course, the nature of the relationship with the board as a whole changes by virtue of board renewal, strategy evolution, transformation, and indeed the crises that can hit any board and CEO over the course of time.

And you, Anita?

Don't try and manage the board.

The board is there to be a sounding board to challenge you as a CEO to help you be a better CEO.

No CEO is bigger.

than their board.