Emma Coombe

So Maggie, let's start with the fundamentals of board selection. There are numerous board opportunities available today from public companies to startups. How do you advise executives to evaluate whether a board opportunity is the right fit, both for their career goals and for meaningful impact?

So Maggie, let's start with the fundamentals of board selection. There are numerous board opportunities available today from public companies to startups. How do you advise executives to evaluate whether a board opportunity is the right fit, both for their career goals and for meaningful impact?

So Maggie, let's start with the fundamentals of board selection. There are numerous board opportunities available today from public companies to startups. How do you advise executives to evaluate whether a board opportunity is the right fit, both for their career goals and for meaningful impact?

Absolutely spot on, Maggie. As a serving executive, you need to evaluate whether a position is something that will enhance or damage your personal reputation. And of course, you also have to be really mindful of the time that's required.

Absolutely spot on, Maggie. As a serving executive, you need to evaluate whether a position is something that will enhance or damage your personal reputation. And of course, you also have to be really mindful of the time that's required.

Absolutely spot on, Maggie. As a serving executive, you need to evaluate whether a position is something that will enhance or damage your personal reputation. And of course, you also have to be really mindful of the time that's required.

It's so important that we have a good balance of serving executives on boards, but there also needs to be a good number of individuals who are in the portfolio mode or retired mode who can give more time.

It's so important that we have a good balance of serving executives on boards, but there also needs to be a good number of individuals who are in the portfolio mode or retired mode who can give more time.

It's so important that we have a good balance of serving executives on boards, but there also needs to be a good number of individuals who are in the portfolio mode or retired mode who can give more time.

When I'm advising first-time non-executive directors, I make sure they're aware how much the workload can fluctuate, particularly during critical periods like acquisitions or leadership transitions. Understanding this helps both the business and the individual make sure that everything can be set up for success.

When I'm advising first-time non-executive directors, I make sure they're aware how much the workload can fluctuate, particularly during critical periods like acquisitions or leadership transitions. Understanding this helps both the business and the individual make sure that everything can be set up for success.

When I'm advising first-time non-executive directors, I make sure they're aware how much the workload can fluctuate, particularly during critical periods like acquisitions or leadership transitions. Understanding this helps both the business and the individual make sure that everything can be set up for success.

We now like to bring our second guest into the conversation, Ed Mason, Leadership Advisor at Russell Reynolds Associates London office. Ed, welcome to the Leadership Lounge.

We now like to bring our second guest into the conversation, Ed Mason, Leadership Advisor at Russell Reynolds Associates London office. Ed, welcome to the Leadership Lounge.

We now like to bring our second guest into the conversation, Ed Mason, Leadership Advisor at Russell Reynolds Associates London office. Ed, welcome to the Leadership Lounge.

Ed, building on what Maggie said about finding the right board opportunity, what's your perspective on how executives should evaluate potential board roles?

Ed, building on what Maggie said about finding the right board opportunity, what's your perspective on how executives should evaluate potential board roles?

Ed, building on what Maggie said about finding the right board opportunity, what's your perspective on how executives should evaluate potential board roles?

It's such an important point, Ed, about being selective and doing your own due diligence really carefully, getting a feeling for what the relationship is like between the chair and the CEO and also the chair and the other directors. Great board chairs want to get the best from their board rather than wanting to run the show.

It's such an important point, Ed, about being selective and doing your own due diligence really carefully, getting a feeling for what the relationship is like between the chair and the CEO and also the chair and the other directors. Great board chairs want to get the best from their board rather than wanting to run the show.