INSIGHTS & ARTICLES

Governance in the Era of Uncertainty
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Governance in the Era of Uncertainty

As 2025 approaches, the shifts shaping boardrooms worldwide are no longer subtly playing in the background; they're gaining momentum and reshaping how we think about boards, and their role in governance. The choices we make now will echo far beyond our organisations, influencing the broader world we all share.

This month, Future Directors ended our year of building our education and technology platforms with a brand new live event format: The Future Board Forum. This month’s One Thing is my summary of the discussion with our guest contributors (and fellow governance geeks), Erin Essenmacher, Lisa Coletta, and Matt Fullbrook.

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The Cost of Misaligned Incentives
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

The Cost of Misaligned Incentives

For those of us dedicated to creating meaningful change, one of the most persistent issues in corporate (or organisational) governance today is the misalignment of incentives. We know that incentives are powerful drivers of action, guiding priorities and outcomes. But often, they nudge companies in ways that feel at odds with the impact we are here to achieve, especially when short-term performance becomes the sole focus.

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Going Beyond the Balance Sheet
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Going Beyond the Balance Sheet

Financials are supposed to provide clarity and insight, yet they often leave stakeholders in the dark, unsure of the story behind the numbers. The ‘so what?’

During my recent conversation with Dr. David Bond, who has launched his new Financial Governance for Board Members course on the Future Directors Hub, we discussed how the financials -which are at the heart of so many board decisions- can become a point of confusion and mistrust. 

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The Kindness Edge
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

The Kindness Edge

Is your board nice or kind? There is a dangerous temptation to prioritise playing “nice” in the boardroom.

Niceness is often associated with a desire to please, avoid conflict, and maintain surface-level harmony. However, when leaders prioritise niceness, it can become a curse - leading to unresolved issues, superficial discussions, and a lack of accountability.

It’s that very instinct that is holding your board back!

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What Makes a Boardroom Superstar?
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

What Makes a Boardroom Superstar?

When asked about the most crucial, overarching character trait of any highly effective board member, my answer is always the same. So, pardon the pun, but this month's One Thing article is all about - you guessed it - one thing

But, before I share my observation, there have been many pretenders vying for the throne ...

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The Yin and Yang of the Boardroom
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

The Yin and Yang of the Boardroom

Much of board education likes to zero in on technical knowledge—keeping up with regulatory updates, sharpening financial skills, risk management, and staying on top of industry trends.

These are crucial, no doubt. But they're only one part of the picture.

The other, often overlooked part, is about human skills—the real heart of what makes a board effective.

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Lane Drifters Beware
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Lane Drifters Beware

… while sometimes well intentioned, the impact of someone crossing boundaries, drifting into your lane or purposely taking over someone else’s lane is the One Thing I’d like to talk about this month.

So, let’s start by getting on the same page around what I mean by ’your lane’.

I’m referring to the specific responsibilities, tasks, and areas of accountability assigned to you within your defined and approved role – you know, your space, your area of expertise, your mandate.

And let’s face it - many of us have experienced the unpleasantness of someone jumping into our lane, especially in an open setting like the Boardroom.

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Something Good?
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Something Good?

Working in a high-performance board means building trust, strong relationships, and allocating time to hard discussions and harder decisions. It’s the recipe for unlocking empathy. Increasing trust, empathy, and connection can be as easy as truly listening to what others have to say. Active listening, in particular, is a basic principle of strong relationships, with the bonus of an Oxytocin boost.

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Unpopular Governance Opinions (You Should Lean Into)
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Unpopular Governance Opinions (You Should Lean Into)

Diving into the heart of what makes or breaks the boardroom is not just a pastime for us governance nerds—it's a mission. A few of my fellow future-focused enthusiasts and I went down this rabbit hole about the most unpopular governance opinions, which spiralled into rich insights, debates, and a few controversial takes on the state of corporate governance today.

I thought I would reflect on and summarise the common themes, particularly the most unpopular ones! Anytime a big governance conference rolls around, I also notice that some of these themes are still getting under people’s skins. If it’s not all too triggering for you, here are 10 of the big ones and why I think they’re lurking underneath the politics and dynamics of well or not-so-well-functioning boards.

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Harmonising Your Board
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Harmonising Your Board

What type of board member are you? In this HBR article there are six “types” identified by the authors: Narcissist, Data Chaser, Deferential, Status Hound, Unprepared, and Stakeholder Champion.

I don’t think the six types cover anywhere near the full range of director types, so it got me thinking about my experiences of sitting on boards, styles of leadership, and facilitating outcomes where difficult member dynamics prevail.

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Building Effective Boards: Blending the ‘Wisdom of Experience’ with the ‘Wisdom of Inexperience’
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Building Effective Boards: Blending the ‘Wisdom of Experience’ with the ‘Wisdom of Inexperience’

Explore the transformative potential of blending the 'Wisdom of Experience' with the 'Wisdom of Inexperience' in boardrooms. Paul Smith of Future Directors shares insights on the value younger voices bring to boards. Discover the benefits of diverse perspectives, digital literacy, fresh ideas, and adaptability. Uncover the strategic advantages of inclusive decision-making in today's rapidly changing world. Embrace a future where boards are truly 'fit-for-purpose' and innovative, positively impacting communities and the world.

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Peeling Back Board Purpose
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

Peeling Back Board Purpose

In a world of ever-evolving organisational governance, where boards serve as the nerve center of decision-making and strategy, it is surprising how often the simple question of purpose remains unanswered. Boards of directors, entrusted with steering companies through complex waters, frequently grapple with their roles, often searching for their true north.

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The Diversity Imperative For Boards
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

The Diversity Imperative For Boards

A recent study conducted by Monash University in Australia delved deep into this very issue. It's just the latest study on the topic. They interviewed remarkable women from diverse backgrounds, and what they unearthed is a wake-up call for every boardroom across the world.

Boardrooms are where decisions are made, strategies and policies devised, and yet diversity remains most elusive. This is not just a moral quandary anymore; it's a strategic blunder, a governance gaffe of epic proportions.

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We’re asking too much of board directors
Inside the Boardroom Paul Smith Inside the Boardroom Paul Smith

We’re asking too much of board directors

Last month, the Global Network of Director Institutes released their “The Future of Board Governance” report. The GNDI is a collection of 24 national governance institutes from North and South America, Asia Pacific, Europe, Africa and the Middle East, with combined memberships of 150,000.

Why are key business issues being lobbed into the long-term bucket buy boards? Critical issues like board composition, technology and climate change all impact financial sustainability. These risks only increase when we put them on the back burner.

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