Emma Coombe

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.

We'd now like to introduce our third guest, Rusty O'Kelly, Leadership Advisor in RRA's Miami office, into the conversation. Rusty, welcome to the Leadership Lounge.

We'd now like to introduce our third guest, Rusty O'Kelly, Leadership Advisor in RRA's Miami office, into the conversation. Rusty, welcome to the Leadership Lounge.

We'd now like to introduce our third guest, Rusty O'Kelly, Leadership Advisor in RRA's Miami office, into the conversation. Rusty, welcome to the Leadership Lounge.

So Rusty, let's demystify the board selection process. In your experience advising executives, what are board chairs looking for in their new directors?

So Rusty, let's demystify the board selection process. In your experience advising executives, what are board chairs looking for in their new directors?

So Rusty, let's demystify the board selection process. In your experience advising executives, what are board chairs looking for in their new directors?

I think your point about the board matrix is particularly relevant, Rusty. In my work with nomination committees, I've seen how carefully, working with us, they map out existing board capabilities against future needs. And sometimes a board might have to pass on a brilliant candidate simply because their skills overlap too much with existing directors.

I think your point about the board matrix is particularly relevant, Rusty. In my work with nomination committees, I've seen how carefully, working with us, they map out existing board capabilities against future needs. And sometimes a board might have to pass on a brilliant candidate simply because their skills overlap too much with existing directors.

I think your point about the board matrix is particularly relevant, Rusty. In my work with nomination committees, I've seen how carefully, working with us, they map out existing board capabilities against future needs. And sometimes a board might have to pass on a brilliant candidate simply because their skills overlap too much with existing directors.

It's rarely about individual qualifications alone, but rather how a new director complements the collective expertise of the board. So coming back to you, Maggie, what do you think are some of the most valuable skills and experiences that candidates should demonstrate when pursuing board opportunities?

It's rarely about individual qualifications alone, but rather how a new director complements the collective expertise of the board. So coming back to you, Maggie, what do you think are some of the most valuable skills and experiences that candidates should demonstrate when pursuing board opportunities?

It's rarely about individual qualifications alone, but rather how a new director complements the collective expertise of the board. So coming back to you, Maggie, what do you think are some of the most valuable skills and experiences that candidates should demonstrate when pursuing board opportunities?

Yes, I think the T-shape, Maggie, we've talked about previously on this podcast, and it's so important that individuals can contribute across the whole breadth of the board agenda. So they can contribute to an audit committee because they're financially literate. They have the strategic skills to make sure that management are appropriately incentivized in their role on a

Yes, I think the T-shape, Maggie, we've talked about previously on this podcast, and it's so important that individuals can contribute across the whole breadth of the board agenda. So they can contribute to an audit committee because they're financially literate. They have the strategic skills to make sure that management are appropriately incentivized in their role on a

Yes, I think the T-shape, Maggie, we've talked about previously on this podcast, and it's so important that individuals can contribute across the whole breadth of the board agenda. So they can contribute to an audit committee because they're financially literate. They have the strategic skills to make sure that management are appropriately incentivized in their role on a

compensation or remuneration committee but then on the vertical of the T is where they as an individual bring real depth of expertise so they can amplify their input as appropriate around their area of real expertise but they don't stay silent across the other parts of the board agenda they appropriately interject because they have a different perspective and a different point of view and that's equally valuable.

compensation or remuneration committee but then on the vertical of the T is where they as an individual bring real depth of expertise so they can amplify their input as appropriate around their area of real expertise but they don't stay silent across the other parts of the board agenda they appropriately interject because they have a different perspective and a different point of view and that's equally valuable.

compensation or remuneration committee but then on the vertical of the T is where they as an individual bring real depth of expertise so they can amplify their input as appropriate around their area of real expertise but they don't stay silent across the other parts of the board agenda they appropriately interject because they have a different perspective and a different point of view and that's equally valuable.

So we've covered what attributes organizations are looking for when selecting board candidates, but what specific behaviors truly set exceptional board directors apart from their peers once they're enrolled?