Emma Coombe

What do you think is the best way to build relationships with other board members once a candidate has joined the board?

What do you think is the best way to build relationships with other board members once a candidate has joined the board?

What do you think is the best way to build relationships with other board members once a candidate has joined the board?

I think the board buddy concept is a great way to build trust early in your tenure. I've also witnessed boards pairing up their non-executive directors with a business unit leader and rotating the leader that they pair up with each year.

I think the board buddy concept is a great way to build trust early in your tenure. I've also witnessed boards pairing up their non-executive directors with a business unit leader and rotating the leader that they pair up with each year.

I think the board buddy concept is a great way to build trust early in your tenure. I've also witnessed boards pairing up their non-executive directors with a business unit leader and rotating the leader that they pair up with each year.

This gives directors the opportunities to get to know a part of the business in a much more granular way and then to effectively represent it or advocate for it in a board meeting context. Rusty, what advice would you give on how to build strong relationships with other board members?

This gives directors the opportunities to get to know a part of the business in a much more granular way and then to effectively represent it or advocate for it in a board meeting context. Rusty, what advice would you give on how to build strong relationships with other board members?

This gives directors the opportunities to get to know a part of the business in a much more granular way and then to effectively represent it or advocate for it in a board meeting context. Rusty, what advice would you give on how to build strong relationships with other board members?

You're right, Rusty. And from our board culture and director behaviour study, we found actually that only 62% of board directors say that they observe non-executive directors on their board actively cultivating relationships with fellow board members. So it is something which the majority of board directors are investing time into, but not everybody is making obvious enough.

You're right, Rusty. And from our board culture and director behaviour study, we found actually that only 62% of board directors say that they observe non-executive directors on their board actively cultivating relationships with fellow board members. So it is something which the majority of board directors are investing time into, but not everybody is making obvious enough.

You're right, Rusty. And from our board culture and director behaviour study, we found actually that only 62% of board directors say that they observe non-executive directors on their board actively cultivating relationships with fellow board members. So it is something which the majority of board directors are investing time into, but not everybody is making obvious enough.

And I think there's a lot more that could be done here. I think often those seemingly small gestures can make such a big difference. I also like your suggestion about arriving early because it shows commitment and it creates natural opportunities for relationship building, both with other board directors, but possibly with broader executives in the business as well.

And I think there's a lot more that could be done here. I think often those seemingly small gestures can make such a big difference. I also like your suggestion about arriving early because it shows commitment and it creates natural opportunities for relationship building, both with other board directors, but possibly with broader executives in the business as well.

And I think there's a lot more that could be done here. I think often those seemingly small gestures can make such a big difference. I also like your suggestion about arriving early because it shows commitment and it creates natural opportunities for relationship building, both with other board directors, but possibly with broader executives in the business as well.

Ed, turning back to you, what do you recommend board directors can do to enhance their effectiveness and influence over time?

Ed, turning back to you, what do you recommend board directors can do to enhance their effectiveness and influence over time?

Ed, turning back to you, what do you recommend board directors can do to enhance their effectiveness and influence over time?

I think we've all seen firsthand how much value board directors get from using their experience and network from another board position or indeed from their executive role, if they're still in a full-time role, to really aid the other business that they're supporting. And that might be leveraging contacts.

I think we've all seen firsthand how much value board directors get from using their experience and network from another board position or indeed from their executive role, if they're still in a full-time role, to really aid the other business that they're supporting. And that might be leveraging contacts.