The Better Boards Podcast Series

Send us a textThe war for talent has become the top business issue and in response, many business leaders are reviewing their overall business model and employee value proposition.  Handling this challenge successfully requires strong leadership from both the executive team and the board.  As custodians of the brand, reputation and organisational culture, the board is key to this process, and boards can therefore be powerful ‘agents of change’.In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, talks with Denis Woulfe MBE. Denis is the Co-Chair on the board of ‘Leaders As Change Agents’ (LACA) and a Trustee at The Royal National Lifeboat Institute (RNLI), where he also serves as the Chair of the Audit and Risk Committee.  He has served on numerous public interest boards and is a former governor at the University of the West of England.  Until 2017, Denis was a Partner and Vice Chairman of Deloitte LLP, holding many leadership roles with the firm.  His roles included serving as a board member and on the Audit and Risk Committee for 8 years.  In 2018 Denis was awarded an MBE for services to Women and Equality.’Some of the key takeaways of the conversation include:“We're not putting forward a ‘one size fits all’ for all businesses.”Denis notes that each business is different in geography, scale, industry, ownership structure etc, so a ‘one size fits all’ would be impossible and inappropriate.  He describes LACA’s 8 foundational principles, which executive teams and boards may wish to take into account when developing their own plans, appropriate for their individual businesses. Those principles are drawn from best practice research. The first principle is empowerment and choice, and Denis explains this is about giving employees an appropriate voice and enabling them to feel connected to the business, which is key to their commitment and support.  The second principle is to have diversity, equality, and inclusion as a foundation of the workplace culture, so everybody feels both welcome and included. The third principle is growth and development because everybody wishes to progress in their job and be given opportunities to develop their skills and experience.  Fourth is commitment and engagement, gaining the views of employees and engaging them in certain decisions that affect them.Denis goes on to describe participation in decisions as the fifth principle, and an important key to feel involved.  The sixth is work-life balance, which he explains will be different in different organisations, but businesses need to ensure that people's work-life balance is respected.  Seventh is fairness, and Denis promotes this as being for both sides.  The final point he outlines is recognition and reward, not just in terms of pay, but in ensuring employees are recognised and rewarded for the contribution they make.The three top takeaways from our conversation are1.      It has never been more important to try and address these challenges, and this is very firmly a leadership issue, which requires a strong and consistent leadeRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textMany Executives dream of a portfolio career, even attending specially designed courses, paying to qualify and increase their chances of securing a seat at the top table.  Yet only a relatively small number manage to create a strong portfolio and become a “Professional Non-Executive Director.”In this podcast, Dr Sabine Dembkowski (Founder and Managing Partner of Better Boards) discusses non-executive directorship with Ian Murray, Chair of mining companies Jupiter Mines Ltd and Matador Mining Ltd, Non-Executive Director of Black Rock Mining Ltd and Geopacific Resources Limited, as well as Director of Miners Promise Ltd and Miners Promise Australia Ltd.  Ian has received prestigious awards including the CEO of the year award.“Different companies at different stages of development, different geography, different commodities"Ian relates how he was first appointed as an Executive Director, from where he progressed to CEO and Managing Director, before making the decision o diversify his experience across a number of companies and move to non-executive roles.  Ian especially advocates diversity - working with different companies at different stages of development, different geographies, and different commodities. “Learn to be a jack of all trades and understand what's required across the full spectrum”Ian believes the key advice for executive directors is to focus on their current job and building successful careers, becoming better known in their industry, and thus more likely to be sought after for non-executive roles.  “Keep out of the kitchen”Ian explains that the switch from executive to non-executive director takes discipline because as an executive you roll up your sleeves and get involved  “hands on in the kitchen” as it were.  As a non-executive, it is essential to always take a step back, remembering the role is to provide guidance and mentor the executive team while keeping your radar operating.  If things start to go off track, you can then advise the management team, step in and make changes as soon as possible, before things go badly off track. What haven't the management team been telling you?”Ian feels the role of a non-executive in board meetings is to listen and engage with the updates and presentations from the management team, then to process that information and come up with insightful and probing questions. What hasn't the management team been telling you? What other information should the non-executives be aware of that hasn't been presented?  Look for the gaps in the information. “You have to take it seriously; you have to put in the investment”Ian notes extensive work is required between board meetings reading, researching, engaging with management, asking follow-up questions and issues of clarity, plus undertaking any pieces of work that have been delegated from the board.  He estimates that for every board meeting, there are three or four hours of preparation time.  He allocates approximately one day per week to a non-executive role, so 50 days a year – and for a Chairman role, two days a week or 100 days a year. The three top takeaways from our conversation are:1.Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textGeneration Z in the BoardroomWhether in gender, race, or age, diversity can allow companies to tap into a variety of perspectives, experiences, and expertise to solve problems and generate new ideas. But for the first time, we have workplaces today where four, even five generations work side by side. Conflict and unconscious bias can arise from generational differences in values and working styles. Unfortunately, research shows that those in senior positions (and often more senior in age) are the most biased.Left unchecked, inter-generational conflict could lead to resentment, low morale, less engagement, and as a result lower productivity. Therefore, boards must understand the management challenges of a multi-generational workforce. They also need to examine their level of understanding of the youngest under 24 – Generation Z. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses Generation Z with Hana Ben-Shabat, Founder of research and advisory firm Gen Z Planet, and previously an elected partner and board member of the global management consulting firm Kearney. Hana helps business leaders prepare for the next generation of employees and consumers. She is the author of Gen Z 360: Preparing for the Inevitable Change in Culture, Work, and Commerce.  "Gen Z-ers are important because they are going to be the future talent of every company"Hana explains that Generation Z is defined as anyone who was born from 1998 to 2016, so aged 6 to 24.   Many of them are still children, but we are already starting to see this generation's effect on culture, the workplace and consumer markets. Generation Z is important because these individuals will be the future talent of every company and will form one of the largest consumer segments ever seen."Diversity is not only a demographic statistic, but it is also a cultural lens through which they view the world"Hana relates that Generation Z is unique in many ways, and she believes that this will affect company performance, either from a talent management perspective or from a customer perspective. This is the most diverse generation ever, and she is conscious that diversity is not only a demographic statistic to them. It is also a cultural lens through which they view the world. She also notes that this is the most digitally connected generation with a direct impact on the way they learn, think, communicate, interact, and the way they want to work. It is also the most educated generation. Hana also notes that this generation is challenged by mental health issues on a global scale, with 45% reporting being stressed most/all of the time. "The Z brands are demonstrating an excellent understanding of who this consumer is and what is important to them"Hana believes organisations need to focus on how successful they are in hiring and retaining Generation Z talent, especially in industries where the turnover of employees is very high. She notes that especially in the consumer market, a new wave of direct-to-consumer brands arises that she refers to as the 'Z brands'. The three key takeaways from our conversation are:1.      ChRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textThe topic of supply chains is on everyone's mind more than ever. Board members are increasingly obliged to ask themselves what their own company's supply chains look like, and with whom they do business.  The issues associated with supply chains are complex and require consideration from multiple angles.In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner at Better Boards, discusses supply chains with Anahita Thoms, one of the 100 Most Influential Women in German Business, according to manager magazin.Anahita Thoms heads Baker McKenzie's International Trade Practice in Germany and is a Member of the EMEA Steering Committee for Compliance & Investigations.  She is Global Lead Sustainability Partner for the Industrials, Manufacturing and Transportation Industry Group, and a Member of the ABA International Human Rights Steering Committee. She has won various accolades, including International Trade Lawyer of the Year (Germany) at the 2020 ILO Client Choice Awards, and Young Global Leader of the World Economic Forum, Capital 40 under 40.“Board members may have had the perception that supply chain management is only a metaphor"Anahita feels that in the past, board members may have had the perception that supply chain management is only the responsibility of those preparing the sustainability report or the procurement team.  Nowadays, and in light of supply chain shortages, geopolitical challenges, and legislative developments, many boards now understand that disruptions in supply chains are a real risk, and may even become a reputational challenge.  “Supply chains are value chains are at the heart of businesses”Businesses need to ensure that they are profitable, and supply chains are value chains at the heart of businesses, particularly those that export and import a lot of products.  So, supply chain efficiency also dictates the speed at which an idea comes into the market.  Altering supply chains smartly can in the long run decrease production costs as well as emissions, so the cost drivers and business impacts of each link in the supply chain need to be properly analysed.“Directors should concentrate on exploring possibilities to diversify their supplier base and also digitalize their supply chain”Anahita believes that, at the moment, most companies will be concerned with making their supply chains more resilient to future prices.  She recommends that to increase supply chain resilience, the focus should be on exploring possibilities to diversify the supplier base and digitalize the supply chain.  She recommends that smart, capable, and business-oriented Chief Sustainability Officers be enabled to set the tone from the top.“You cannot look at these things in silos”Anahita believes in a three-pronged approach - the business, the profitability challenges and the reputation – rather than operating in silos.  She recommends rationally analysing supply chains, then looking at the values of the company and then the risks.  The three top takeaways from our conversation are:1.      Supply chains are vulnerable to disruptions. Therefore, supply chain management can be a source of risRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textI met my podcast partner for this episode when conducting a board evaluation for a growth company in the Financial Services sector. What struck me was the positive view everyone on the board had about the way the board works together. We have detailed benchmark data, and also, when we compared this board with others, it came out as one that is performing better. So, I immediately thought that I must invite the Chair, Peter Herbert.  So here we are. Peter is a Non-Executive Director and Adviser with an impressive Executive career. He is chairing the Board of Bank of Ireland (UK) plc and Zopa Bank, the banking subsidiary of Zopa Group, where he also sits on the Group Board. He is also a Non-Executive Director of WiZink Bank, where he chairs the Appointments & Remuneration Committee.  Previously he was a Non-Executive Director and then Chief Executive Officer of Tandem. “Being an effective board is a team game”Peter emphasises the importance of teamwork on a board, stating how there is no room for ego or disruptive behaviour.  However, this is not the same as a ‘groupthink’ approach or not challenging other board members when necessary.  He feels that as a “conductor” of the board, a Chair is responsible for a board focusing on shared goals, as well as ensuring board processes run smoothly and effectively and as a collective is greater than the sum of its parts.“Who isn’t motivated by building a successful business?”Peter believes that working with growth businesses is both fun and motivating. Still, he cautions about managing growth, especially where these businesses have private equity investors, who can be demanding owners. He highlights the need to get to know board colleagues as individuals, looking at what works and what needs to change, and in the case of a growth business drawing up a “prioritised development plan”.Peter says that the role and purpose of a board are to ensure there is the right vision, purpose, strategy, and culture as well as the right resources and governance to achieve them.  From a board point of view, the nature of each of those components is likely to be different in a growth or restructuring business, but in both cases, the same components are necessary.“Being a good board colleague is the key thing”Peter emphasises the importance of being a good board colleague, which involves listening carefully, constructively putting your point across, building good relationships with your stakeholders, and not making assumptions. “A good Company Secretary and their team are worth their weight in gold”Peter feels that a Company Secretary and their team are worth their weight in gold and that frequent and open dialogue with them is vital, stating how they can spot potential pitfalls, going through meeting agendas, and producing concise, accurate meeting minutes that can be very important, especially in a regulated business.  “Oversight of the effective execution and implementation of strategy is also a key role of the board”Peter describes that most businesses have periodic strategy sessions because strategy isn't a static topic. He believes that one way to address Remember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textThe status of ethnic diversity on FTSE Boards It is five years since the 2017 publication of the first report into Ethnic Diversity of UK boards by Sir John Parker and the Parker Review Steering Committee. Over the last five years, we have seen changes in diversity and inclusion, and it is a huge success that as of today, 94 FTSE100 companies have met the target. But while much has been achieved, there can be no grounds for complacency, and it is clear that more needs to happen.In this podcast, Dr Sabine Dembkowski talks with David Tyler, who has recently taken over from Sir John Parker as Chair of the Parker Review. David Tyler is currently the Chair of Domestic & General, The White Company and Imagr. He is one of the most respected and admired Chairs in the UK, having also served in this role at several other companies, including Sainsbury's, Hammerson and Logica.Some of the key takeaways of the conversation include:"I hope listed companies can be a beacon for other organisations"Since 2017, the number of FTSE 100 companies with someone from an ethnic minority background on the board has doubled, from 47% to 94%. In terms of directorship, this has also doubled, from 8% to 16% directors. "What's important is the mindset's changed"David outlines how diversity is important in a wider cultural sense. The benefits of diversity around the board table are now largely accepted, with many companies wanting to show their employees and outsiders that people from ethnic minorities can succeed."Only when you have the data can you do something about it"Firstly, companies need to know their diversity data, which means that people need to self-declare how they identify. This enables a company to monitor percentages of any particular group of people, such as those at executive committee level. Without this data, it is impossible to measure your position and progress, understand who is leaving, progressing well in the company, and why. "Show the direction you're going"Secondly, targets for minority ethnic participation need to be set – and not just at board level, which the Parker review focussed on.  "You don't have to reinvent anything"Third, David feels the heart of what companies need to do is to create if they don't already have it, an inclusive culture throughout the organisation. This is a culture where everybody feels safe, secure, and valued and where everybody experiences fair and happy working conditions. "From little things, big issues can arise"Fourth, David warns that 'microaggressions' must not be tolerated. Examples of these might include ignoring people from a different ethnicity, not looking them in the eye, interrupting them, and allowing inappropriate or even hurtful "banter," and so forth. Good companies should not tolerate such behaviours. "Get the tone from the top set in the right way"Finally, he advocates that management needs to be seen as driving this issue forward from the top, believing that if people in senior positions show they are working at this, others will follow their example. The three top takeawaysRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textNowhere is the practice of conducting board evaluations more advanced than in the UK, and more boards of listed organisations conduct board evaluations here regularly than anywhere else.In the second part of this podcast, Dr Sabine Dembkowski (Founder and Managing Partner of Better Boards) talks to Maureen Beresford, Head of Corporate Governance at the Financial Reporting Council (FRC), this time discussing how to analyse the results of board evaluations. Maureen’s team is responsible for the UK Corporate Governance Code and its supporting guidance.  As part of her current role, she produces the FRC report each year on how companies have complied with the Code.  For the last three years, board evaluations have formed part of this review.Some of the key takeaways of the conversation include:“The output has to be agreed at the beginning of the exercise.”Maureen believes that when gathering data for a board evaluation, it must first be established what the evaluation is - for example, is it to be a report or a presentation?  She warns against boards and board members homing in too narrowly on specific details and issues, stating that it is better to allow the evaluators to explain their conclusions, ideally with a meeting where the findings from the evaluation can be outlined. “It’s important to look at what’s behind what is disclosed in a report”Board evaluations can provide great data and insight, but this does not always translate into subsequent action, and Maureen suggests that people look at what is behind that which is disclosed in a report. Some details may not be emphasised enough, or some actions may be overly ‘bigged up’. She stresses that although companies do comply with corporate governance, there is always the risk of ‘boiler plate’ language, citing clichéd terms such as ‘working closely together’.  “The Company Secretary plays a pivotal role”For Maureen, the role of Company Secretary is pivotal, as company secretaries are in a position to drive forward some of the actions that can come from a board evaluation.  It also helps that they know what agendas are coming up, they discuss what should be on the agenda with the Chair, and they collect information.  “It’s important to be positive- if you don’t achieve a target, set one in place you can achieve”Maureen believes that companies need to look both backward and forward. One example she gives is company culture a board should look at how this can affect issues such as ESG, employee relations and remuneration policies.  She believes it is important for companies to highlight positive action in their evaluations, as well as being honest, citing good examples of companies who highlighted failures, but also explaining the steps they were taking to address those failures. She emphasises the importance of continuous monitoring of action plans, setting targets, and also making sure that recommendations are followed after the completion of the evaluation.   Clarity is keyIn terms of board disclosures, Maureen suggests including an outline of how the evaluation was conducted, what the objective was, identifying the processes behind the valuation (dataRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textBoard Evaluations - What does good really look like? Part IThe Corporate Governance Code in the UK is the blueprint for corporate governance codes worldwide. Nowhere else is the practice of conducting board evaluations more advanced, and nowhere else do more boards of listed organisations conduct board evaluations on a regular basis.In this podcast, Dr Sabine Dembkowski talks with Maureen Beresford, Head of Corporate Governance at the Financial Reporting Council (FRC). Maureen’s team is responsible for the UK Corporate Governance Code and its supporting guidance.  Some of the key takeaways of the conversation include:“Board evaluations could definitely be improved…”Maureen Beresford details how, in the work she and her team do, she sees many boards making very similar statements about their evaluations – broad-brush statements such as “the board is working together effectively”.  Her concern, however, is that these do not give any concrete actions that have been taken, or detail any follow-up from the previous board evaluation.  More could be done in terms of concrete actions and following up in detail on actions taken from previous evaluations.  “An honest picture of how the board works and how its Committees are working.”  Maureen suggests there is no evidence to suggest that any particular methodology is a reliable indicator of quality, and therefore cannot suggest any specific data that should be collected.  What she does point out is that a questionnaire that does not have probing questions will not be effective.  Equally, an evaluator simply attending a board meeting and listening in is also unlikely to be effective, as participants are likely to modify their behaviour during a meeting when observed.“Board, committee and individual director evaluations topics should be customised to get the feedback that you require.” Good evaluations can elicit valuable feedback on board dynamics, structure, performance and composition. FRC guidance on board effectiveness provides insight into a list of areas that could be considered, such as succession and development plans, company culture, performance and strategy, the quality of board governance documents such as the quality and timings of papers and presentations to the board and how the board communicates with, listens and responds to investors and key stakeholders.“Set your scope, involve people, collect evidence and be clear about your outcomes.” When asked about the content of a board evaluation, Maureen cites her organisation’s guidance. For example, the evaluation should take into account succession and development plans, culture, quality of documentation and how the board listens to the concerns of shareholders and key stakeholders.  “We would really, really like to see a move away from general statements.”Improvements have been made, and companies have come a long way since evaluations were first introduced.   Maureen says that, in terms of reporting, she has begun to see some companies provide more detail on the areas that the evaluation covered, along with suggested areas of prioritisation. The three top takeaways froRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textCreating A Sustainability-Savvy BoardFrom both a risk and opportunity perspective, boards must ensure they fully engage with the impact of sustainability: Board members are challenged to take bolder and more transformative action.  A recent study revealed that nearly 75% of European board directors believe that ignoring sustainability will affect their organisations’ ability to create long-term value.  However, only 30% believe that ‘everyone on the board has a good understanding of sustainability and its place in strategy,’ and just over half state that ‘the board sees a solid business case in sustainability’.In this podcast, Dr Sabine Dembkowski talks with Trista Bridges, Founder of Read the Air, about creating a sustainability-savvy board. Some of the key takeaways of the conversation include:“Millenials and others are asking why companies can’t make profits and do better for society”Trista discusses how many things have changed over the last ten to fifteen years, and how some have felt that this has caused inequality and a strain on the system.  She also argues that businesses have in effect been asked to step up into a role that previously might have been filled by governments. “Companies need to identify what we call “materialities” – This depends on the industry you’re in, sector, country etc.”Trista acknowledges that sustainability and ESG are both broad topics. She cites the food industry and issues around healthy food as an example, where companies need to look at their product portfolio. She also knows this can be an issue for businesses, for example, Japanese companies looking to attract outside foreign capital may have to look at changing their approach toward ESG issues, in order to bring in outside investors.“90 percent of investors place more emphasis since the start of the COVID-19 pandemic on ESG performance in terms of how they invest” 1Trista acknowledges that for older generations these issues were not as prevalent.  Recent surveys have shown that a significant number of investors place emphasis on ESG, as do a majority of analysts.“ESG is not a nice thing to have, it’s a necessity for the company”Trista believes it is important that boards look at where their priorities are in terms of sustainability and ESG, and whether everyone’s thoughts on these topics line up with each other.  “There needs to be ESG training within board training…  …The support has to start at the top”Trista also stresses the importance of incorporating ESG training into an overall board training program.  Another option she provides is the idea of having someone specifically designated on the board to oversee ESG and to potentially educate other members of the board, as well as reaching out to outside experts if necessary.“If you are serious about something, you resource it”One example she uses is net-zero targets.  Companies may invest in marketing, accounting and so forth but may not put sufficient resources into issues such as making a business more sustainable.  The three top takeaways from our conversation are:1.       Boards neRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.

Send us a textMuch is written and said about governance, but most is heavily skewed towards the developed world, while good practice is happening (or should be happening) in every country.  But what matters to Company Secretaries and boards in both the developed world and developing world, and how accessible is good practice? What has been done to break down silos? In this podcast, Dr Sabine Dembkowski talks to Bode Ayeku, President of  Corporate Secretaries International Association (CSIA) about how to spread good governance practice around the globe.Bode Ayeku FCIS is a Chartered Secretary and lawyer. He is President of Corporate Secretaries International Association and the Immediate Past President of the Institute of Chartered Secretaries and Administrators of Nigeria.  He is a member of the Governing Council of the Nigeria Employers’ Consultative Association (NECA) and the Chairman of the Committee of Legal Advisers and Company Secretaries of NECA. Some of the key takeaways of the conversation include:“No organisation should assume they have the best practices”Bode discusses how he has approached discussing governance around the world, something that can often be a challenge, as different countries have different approaches.  In many countries there are national bodies that represent governance professionals, and they provide platforms that allow knowledge of good practices such as webinars, research and thought leadership to be shared.  In countries where these bodies do not exist (and there are many) governance professionals should be aware that there are also global bodies providing guidance and governance principles and standards. He feels that no organisation should feel they have the monopoly on best practise, and sharing information would only encourage further improvements. This sharing of resources would ultimately benefit everyone, as they could all learn from the information available.“Platforms such as the intranet where you can store information on best practices… they should share this generously”Bode emphasises the availability of summits and programs where secretaries from countries in the developing world can meet and discuss best practices.  He cites Nigeria as an example, where they have a platform for their members to talk about any challenges they are facing and discuss practical solutions.  He also discusses events where Company Secretaries can attend seminars and hear guest speakers, further helping them learn more about best practices.  He believes that companies should encourage employees to attend summits, seminars and training programs.“In my experience, secretaries in the developing and developed world are facing the same global challenges”Bode has seen changes of priorities in both the developing and developed world and cites issues such as environmental concerns and social mobility.  However, it is not only a question of dealing with these issues but also looking at potential opportunities. Bode believes that people need to both come together and work together on global issues.  The solution is for more collaboration. The three top takeaways from our conversation are:1.       All stakeholders need to share responsibRemember to subscribe and never miss an episode of the Better Boards Podcast Series. It’s available on Apple, Spotify, or Google. To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at info@better-boards.com.