Emma Coombe

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?

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?

What really stands out to me from these five behaviours is non-executive directors who can strike the right balance between being challenging but also being supportive. We often hear feedback that former CEOs or CFOs make such good non-executive directors because they appreciate the scale of the challenge that the management team is facing into.

What really stands out to me from these five behaviours is non-executive directors who can strike the right balance between being challenging but also being supportive. We often hear feedback that former CEOs or CFOs make such good non-executive directors because they appreciate the scale of the challenge that the management team is facing into.

What really stands out to me from these five behaviours is non-executive directors who can strike the right balance between being challenging but also being supportive. We often hear feedback that former CEOs or CFOs make such good non-executive directors because they appreciate the scale of the challenge that the management team is facing into.

And they are not just asking questions to prove a point and creating a certain level of defensiveness between the non-executives and the executives. It's about pushing the executive management to be the best they can be while still being supportive.

And they are not just asking questions to prove a point and creating a certain level of defensiveness between the non-executives and the executives. It's about pushing the executive management to be the best they can be while still being supportive.

And they are not just asking questions to prove a point and creating a certain level of defensiveness between the non-executives and the executives. It's about pushing the executive management to be the best they can be while still being supportive.

And the last thing that a management team needs coming out of a board meeting is a huge list of additional questions to respond to that takes them a lot more time from their teams when they should be facing into driving the business forward. I think great boards focus on a few key issues and really add value by being as much supportive as they are challenging to the leadership teams.

And the last thing that a management team needs coming out of a board meeting is a huge list of additional questions to respond to that takes them a lot more time from their teams when they should be facing into driving the business forward. I think great boards focus on a few key issues and really add value by being as much supportive as they are challenging to the leadership teams.

And the last thing that a management team needs coming out of a board meeting is a huge list of additional questions to respond to that takes them a lot more time from their teams when they should be facing into driving the business forward. I think great boards focus on a few key issues and really add value by being as much supportive as they are challenging to the leadership teams.

There's also, of course, the criticality of having independent perspectives, of having the courage to speak up for what you believe in, representing different points of view around the board. I advised on the appointment of a board chair last year. The successful candidate was comfortable making statements that might be seen as somewhat outside of the box, even outlandish.

There's also, of course, the criticality of having independent perspectives, of having the courage to speak up for what you believe in, representing different points of view around the board. I advised on the appointment of a board chair last year. The successful candidate was comfortable making statements that might be seen as somewhat outside of the box, even outlandish.

There's also, of course, the criticality of having independent perspectives, of having the courage to speak up for what you believe in, representing different points of view around the board. I advised on the appointment of a board chair last year. The successful candidate was comfortable making statements that might be seen as somewhat outside of the box, even outlandish.

to provoke a discussion. And it was not what this board was used to at all. But it was fantastic because it opened up different conversations. It really drew the non-executive team together. And frankly, it got them a lot closer to the business, a lot more engaged in what they were trying to achieve.

to provoke a discussion. And it was not what this board was used to at all. But it was fantastic because it opened up different conversations. It really drew the non-executive team together. And frankly, it got them a lot closer to the business, a lot more engaged in what they were trying to achieve.

to provoke a discussion. And it was not what this board was used to at all. But it was fantastic because it opened up different conversations. It really drew the non-executive team together. And frankly, it got them a lot closer to the business, a lot more engaged in what they were trying to achieve.

The one thing you don't want on a board, of course, are a sea of nodding heads, even though it could feel the most comfortable for the people in that room. It's probably the least effective. And that's something that I always hold on to when advising chairs. Ed, I'd like to turn back to you now.

The one thing you don't want on a board, of course, are a sea of nodding heads, even though it could feel the most comfortable for the people in that room. It's probably the least effective. And that's something that I always hold on to when advising chairs. Ed, I'd like to turn back to you now.

The one thing you don't want on a board, of course, are a sea of nodding heads, even though it could feel the most comfortable for the people in that room. It's probably the least effective. And that's something that I always hold on to when advising chairs. Ed, I'd like to turn back to you now.