Nuggets On
executive to ned
Leaders talk about how Senior Executives need to think about being effective in a Board context. This often involves a rewiring of their mindsets in terms of being clear around who they are accountable to and where their loyalties lie and a shift in the way they interact with a group of people to drive outcomes, something that can be hard for a lot of people.
Executive to Non-Executive Transition
There is an inherent assumption that successful executives can easily transition into non-executive roles on the boards of organizations. However, as Ravi points out, that is not necessarily true. Hear him talk about the special responsibilities and skills of a Board member. He also puts forward four questions you should ask yourself before taking on a non-executive responsibility.
Executive to NED transition
Vedika is a Non-Executive Director on 6 Boards today. She talks about the transition from being an effective executive to being an NED. She talks about the significant shift often required in style for successful leaders to be effective in a Board context.
Being an effective Board member
Vinita talks about how she evaluates Board opportunities that come her way and how they are a part of her Learning and Development plan. She also talks about her thoughts on the opportunities for Indian boards to get more effective in the way they are staffed and run.
Transitioning from Executive to NED
Rama talks about how people who have led companies end up getting empathetic with the management (by default) of the companies where they sit on Boards. She talks about the need for people to have clarity on who they are accountable to.
Building perspective and judgment
Devdutt talks about the distinction between sarpa drishti (focus, short-term) and garuda drishti (perspective, long-term). He talks about how there is merit in having a certain rhythm with which one wears each lens. He talks about the churn that happens between the two when you toggle between them rather than looking at them sequentially. He also talks about the merits of having clarity of the role you are in (CEO, Board, Owner –etc.). He mentions that often, a lot of confusion ensues because people aren’t clear about the role they have been entrusted with.
Transitioning to becoming a Board Member
Mr. Bhatt talks about how Chief Executives should be thoughtful about deciding which Boards they want to get onto. They need to have a very clear “Why” before they take on a Board role. He also goes on to discussing the key behaviors that leaders need to embrace and let go as they transition from leading a Company as a CEO to influencing a Board. He underscores the criticality of a contributing mindset and says that it is possibly a greater indicator of effectiveness and fulfilment than competence on a topic.
