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digestible content for dynamic leaders

Bolder board meetings

The gap between the generations in the workplace continues to grow, and so does how individuals identify and solve business problems. So, when we imagine the traditional makeup of a boardroom, can you envision having a fresh new grad sitting there next to you, shoulder to shoulder, sharing insights and perspectives never discussed before? Let’s chew on that for a moment.



Every organization has talent hidden in the margins, but this isn’t about necessarily finding them, this is about welcoming new perspectives into the boardroom from individuals that have different lived experiences from the ones that are currently tagged to develop strategies for the business.


Companies such as Prada and Gucci have invited non-executive employees into their boardrooms to bridge the gap between how strategies have more traditionally been developed, to now welcoming new ideas into boardroom discussions that have served as wake up calls for executives. In this ever-changing world, novelty and creativity seem to be scarce, however, one way to foster these are to engage a completely new set of individuals in the same old discussions.


Here are some best practices that were shared by Harvard Business Review on how you can change the makeup of who sits in your strategic discussions:

  • Look beyond the “high-potential” group because great ideas can be living in any corner of your business

  • Make it a CEO sponsored program and increase your younger talents engagement

  • Increase visibility for your future executives and give them an early line of sight on how they can better prepare for their future roles

  • Leverage novel ideas to create novel solutions that will allow you to redesign your business model or processes to better compete in this market


Challenge: Whether you’re in the boardroom today or not – how can you welcome new perspectives into your regular old meetings to push the boundaries of your organizations focus and success?



Source: Why should you create a "Shadow board" of younger employees: https://hbr.org/2019/06/why-you-should-create-a-shadow-board-of-younger-employees

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