Maggie Benkert

You need to make sure you're speaking the language of governance, not management. In terms of specific skills and experiences, that will vary from situation to situation and from company to company. But what stays consistent across the board is that we're looking for individuals we say are T-shaped.

Board candidates also need to demonstrate that they know how to behave in the boardroom. We do a study every three years here at Russell Reynolds, where we survey over a thousand board directors to examine the behaviors they see from their peers. And we compare those answers against company performance and board effectiveness.

Board candidates also need to demonstrate that they know how to behave in the boardroom. We do a study every three years here at Russell Reynolds, where we survey over a thousand board directors to examine the behaviors they see from their peers. And we compare those answers against company performance and board effectiveness.

Board candidates also need to demonstrate that they know how to behave in the boardroom. We do a study every three years here at Russell Reynolds, where we survey over a thousand board directors to examine the behaviors they see from their peers. And we compare those answers against company performance and board effectiveness.

When we do that, we find that five behaviors set the most effective directors apart from others. These are individuals with sound judgment and relevant expertise. They constructively engage, challenging their peers and management when appropriate. They also demonstrate integrity and the courage to do the right thing for the right reasons. They can also focus and they ask the right questions.

When we do that, we find that five behaviors set the most effective directors apart from others. These are individuals with sound judgment and relevant expertise. They constructively engage, challenging their peers and management when appropriate. They also demonstrate integrity and the courage to do the right thing for the right reasons. They can also focus and they ask the right questions.

When we do that, we find that five behaviors set the most effective directors apart from others. These are individuals with sound judgment and relevant expertise. They constructively engage, challenging their peers and management when appropriate. They also demonstrate integrity and the courage to do the right thing for the right reasons. They can also focus and they ask the right questions.

And finally, they bring an independent perspective that avoids groupthink and prioritizes the interests of shareholders and other stakeholders.

And finally, they bring an independent perspective that avoids groupthink and prioritizes the interests of shareholders and other stakeholders.

And finally, they bring an independent perspective that avoids groupthink and prioritizes the interests of shareholders and other stakeholders.