Virtual board meetings are the new normal. But can performance be maintained at a distance—and will decision-making be effective?

While remote learning may be effective for certain skills and tasks, true leadership capabilities cannot be developed through a bundle of online modules.

If companies are to survive the coronavirus crisis, corporate boards need to exercise collaborative, proactive leadership.

This year’s Non-Executive Director Awards, though taking place in troubled times, still managed to shine a light on high-performing board members.

Leaders have to self-monitor at the same time they check on others—and uncomfortable emotions need to be addressed so they don’t fester or come out sideways.

Calm, clear, decisive, empathetic, motivational and realistic leadership will be required—and we will all be judged on how we step up.

Before you accept the nomination, conduct an informal audit to ensure you understand the board dynamics, your responsibilities and how you can add value.

Most boards become paralysed when faced with a threat to organisational reputation. Chairs must plan carefully to put unwelcome issues on the agenda.

Many of the risks affecting companies today are systemic. Responses that focus solely on improving individual business performance are inadequate.

At this point in history people need business leaders who focus on creating progressive outcomes for all in the societies they serve.

Companies are operating in a world of unprecedented risk. But do boards have the skills to manage these risks—and are they prepared for the future?

Pay attention to your personal “energy barometer” and restructure your life to focus on energy-boosting activities that will pay dividends at work and home.

Companies used to avoid political issues at any cost. But knowing when—and how—to speak out is becoming a core skill for business leaders.

Nominations for the Non-Executive Director Awards 2020 are now open. Jacqui Ferguson, a winner in 2018, says NEDs play a vital role in turbulent times.

When it comes to "walking the talk" of sustainability, the type of board directors you have and their attitudes—from scepticism to fervent belief—matters.

Media coverage has a broad agenda-setting effect which should never be underestimated. Directors need to carefully manage their reactions to what they read.

While the number of women on boards is rising, an increasing reliance on hiring from the fields of accountancy and finance may impact on diversity of thought, says a new study.

The current pace of technological change is creating a level of complexity that is overtaking our ability to make effective decisions, says a leadership expert.

The issue of cybersecurity has moved to the top of the boardroom agenda. But are boards doing the right things to stay one step ahead of criminals?

How some expressions used in the boardroom can offend or reveal bias. Meanwhile, is the hunt for a new chair at an end?