In my book, “ENCOUNTERS WITH THE INTIMACY OF CORPORATE GOVERNANCE PRACTICE”, there is a chapter dedicated to board secretarial practice.
In other areas of the book I also speak generally about T-shaped professionals being the kind of talent sought after in this modern era.
The T-shaped board secretary is an interesting proposition when it comes to practice expectations. In this article, I attempt to discuss it from my humble experience.
First of all, it is important to appreciate that the decision to be T-shaped is largely personal in that there is usually no obligatory requirement for you to possess another qualification or sufficient depth of understanding outside your vertical competence that is officially demanded by the job as mandatory criteria.
Whereas the horizontal requirements are described as added advantages, what has emerged is that they may be a major consideration at short listing.
Here are a few tips on the test on whether one is a T-shaped board secretary.
1. As a member of Executive Management, do you take time to understand actual operations and provide input outside the comfort zone of your vertical competence and skills? Do you leverage on the deep knowledge and experience of your colleagues in different professions to understand their perspective of business activity and can you articulate it as a non-professional in that field? Does this reflect in your recording of business activity?
2. As you provide your professional service to the business as a board secretary, do you establish to the connection between your input and that of other functions in the organization in the achievement of strategic goals? Do you consider your diligence and effort and that of your team which is similarly circumstanced as professionals, as success factors in the organization?
3. How much have you invested in your horizontal knowledge and skill? Workshops, courses and continuous professional development? What about targeted networking with colleagues for beneficial exchange of knowledge and experience? Does it show in your delivery?
4. How much smarter are you and how well are you able to tell the management and board stories as board secretary? What about your articulation of matters beyond the minutes of meetings and approved policies?
5. Are you considered as a “to go to person” even if your work entails compliance with established procedures and practice requirements or are you seen as a stumbling block because you are inflexible, even within the permissible boundaries?
6. What are your levels of ownership and responsibility for safeguarding and ensuring the success of the organisation?
7. What are your growth ambitions and contributions to succession in the organization? How healthy is your appetite in your pursuit for effectiveness and relevance?
I am sure there are many more test questions and I invite contribution from you all!
In other areas of the book I also speak generally about T-shaped professionals being the kind of talent sought after in this modern era.
The T-shaped board secretary is an interesting proposition when it comes to practice expectations. In this article, I attempt to discuss it from my humble experience.
First of all, it is important to appreciate that the decision to be T-shaped is largely personal in that there is usually no obligatory requirement for you to possess another qualification or sufficient depth of understanding outside your vertical competence that is officially demanded by the job as mandatory criteria.
Whereas the horizontal requirements are described as added advantages, what has emerged is that they may be a major consideration at short listing.
Here are a few tips on the test on whether one is a T-shaped board secretary.
1. As a member of Executive Management, do you take time to understand actual operations and provide input outside the comfort zone of your vertical competence and skills? Do you leverage on the deep knowledge and experience of your colleagues in different professions to understand their perspective of business activity and can you articulate it as a non-professional in that field? Does this reflect in your recording of business activity?
2. As you provide your professional service to the business as a board secretary, do you establish to the connection between your input and that of other functions in the organization in the achievement of strategic goals? Do you consider your diligence and effort and that of your team which is similarly circumstanced as professionals, as success factors in the organization?
3. How much have you invested in your horizontal knowledge and skill? Workshops, courses and continuous professional development? What about targeted networking with colleagues for beneficial exchange of knowledge and experience? Does it show in your delivery?
4. How much smarter are you and how well are you able to tell the management and board stories as board secretary? What about your articulation of matters beyond the minutes of meetings and approved policies?
5. Are you considered as a “to go to person” even if your work entails compliance with established procedures and practice requirements or are you seen as a stumbling block because you are inflexible, even within the permissible boundaries?
6. What are your levels of ownership and responsibility for safeguarding and ensuring the success of the organisation?
7. What are your growth ambitions and contributions to succession in the organization? How healthy is your appetite in your pursuit for effectiveness and relevance?
I am sure there are many more test questions and I invite contribution from you all!
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