There is a notion that sometimes as human beings, we create issues where there are none … that it’s all in our minds and far from reality.

The reasons for such occurrences are varied ranging from misapprehension to misaligned influences. In my sharing of today, I would like to focus on how we perceive corporate governance practice and how it resonates with the best practice principles and available tools.

One critical point that I propose is the realization that corporate governance is underpinned by an assumption of harmonious outcomes of action taken by different players.

Implementing laid down procedures and processes is arguably simpler than establishing a posture and approach to matters of practice that may not be documented in detail. This in my view may be due to the fact that some situations entail that one combined different principles and alternative methodologies which may be contained in cross cutting practices. Further, some areas of practice are very heavy on attitude which may not be written into a procedure. Therein lies my focus in this article.

My humble view is that corporate governance practitioners would do well to augment the visible processes and best practice with an attitude that complements the said processes. Capacitating ourselves with knowledge on attitude setting, inculcation and mindset alignment would help to bridge gaps that may exist in our quest to practice governance.

 Let’s share!