Laurence Bourdon-Tracol

Early this week Korn Ferry released a study on the ‘Board Chair of the Future’. On the occasion of this release I had the pleasure to take part in a panel discussion on this subject. My co-panelist’s were excellent thought leaders and it was a joy to take part in the discussion’s. My views on this subject included: 1. The end of the era of great moderation has resulted in changed societal expectations on the role of the Board and the chair. The role of the Board has gone beyond compliance and risk management to proactive engagement on strategic issues, anticipation of future challenges and playing an important role in stakeholder value creation. 2. The chair of the future should be adept at navigating changes and responding effectively to the rapidly changing dynamic environment. 3. The effectiveness of the Board depends on the quality of the decisions that the Board makes. This also implies that the Board should follow the principle of ‘time to value’ and spend more time on debating and discussing matters which will have a bigger impact on value creation. 4. The Board has to become a catalyst in bringing outside viewpoints to constructively challenge and raise the ambition of the Management. 5. The chair of the future must possess adaptive leadership capabilities. They should lead the Board in thinking about the main areas of uncertainty, building scenarios, stress testing them, hunting for opportunities during crisis and doing the trade offs between offense & defense and long term & short term. Monica Agrawal

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Who knew effective leadership could be about helping work genuinely 'sing'? 🎶 ..... 🔊 New Blog Post! 🔊 ..... A few weeks ago, I wrote about Hartmut Rosa's powerful concept of #resonance – a "dynamic and transformative engagement with the world" – and how modern life can leave us feeling alienated. Now, let's get practical. How can this profound idea apply to our organizations and their leaders? How might it inform our work, as HR / Comms professionals, managers, corporate executives, consultants? In "Many Voices Together: The Leadership of Resonance," the latest article in my series on resonance, we dive into questions such as: 🔶 Why do so many workplaces feel disconnected, even disengaged? Does work push us into "mute relationships"? 🔶 What are "false good ideas" - leadership practices that do more harm than good to our relations to the world, to others and to ourselves? 🔶 What if our organizations could embrace a true polyphony of voices? How can leaders do that? This post explores concrete leadership practices for a more vibrant, responsive workplace. Ready to discover how? Read the full article in English (et en français aussi !) in the comments 👇 In a next post, I'll share a concrete case study. Let's compare notes! 🎵 How does the idea of "resonance"... resonate with your own experience of leadership? Tagging a few of you who interacted with the 1st post or might be interested Kenneth Mikkelsen Siegfried Lautenbacher Tobias Burkhardt Laila Noort Jan Ooms Jürgen Siebenrock Rachel Happe Dorothea von Boxberg Bruce McTague Matthew Farmer Cheryl Cooper Gordon RAY Adam Hansen Evelien Verschroeven Ana Neves Alper Utku Dr. Gieri Hinnen Gilbert Kruidenier Rod Cartwright Mike Klein, IABC Fellow Susan S. Ionela Spinu Claudia Main Claudia Vaccarone, MSc Hilton Barbour Omar Bragatto Ingrid Kraaijbeek Laurence Dallenogare Line De Decker #Leadership #WorkplaceCulture #Engagement #FutureOfWork #UnLead #HartmutRosa

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