In a recent opinion piece in the Financial Times, Anand Narasimhan, the Shell Professor of Global Leadership at IMD in Switzerland, shared insights on fostering positive board dynamics by cultivating psychological safety and addressing disruptive figures within boards.
Narasimhan stressed the importance of recognizing the pivotal role of communication in board effectiveness, citing how hindrances in open dialogue can impair governance. "Psychological safety is the cornerstone of an effective board culture," he noted. A survey of 1,000 participants in programs for directors at IMD found that only half consider their boards psychologically safe. Narasimhan references instances like WeWork's governance failure, where capable board members felt silenced by group dynamics.
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