One day, in my humble experience in corporate governance practice, the Chairperson of a Board I served, once whispered to me, “I urge you to help us by being firm with us as Board members, among the many duties you are expected to perform”.

It was a moment of reckoning for me, especially that I had experienced situations where I was understood as a “stickler” for this and that with the statements sometimes being laced with connotations of negativity.

I learned that being firm entails objectivity, consistency and respect for one’s audience and oneself.

It is important that actors consider the attribute of being firm as a contribution to effective corporate governance practice.  Further, being firm should not be confused with being stubborn. The propensity to be stubborn usually lacks assessment and thought process. The emotion it evokes is most times, negative.

Actors are encouraged to understand and respect each other’s roles, particularly in this case, which entail the responsibility to assure compliance with process, regulation and so on.

To colleagues who are expected to be “firm”, remember that it is one of your many duties towards the institutions you serve.

It is an attribute that requires nurturing, regular adjustment to circumstances, awareness, grace and tact. You may even find that you are learning different ways to be firm, every day!

Let’s share…