We are always seeking ways to have a disproportionate impact. This week we discussed non-executive board roles and what becomes possible when working with companies on governance and strategic direction. Organisations are increasingly looking to elevate culture, increase profitability, ensure sustainability and have social impact. It's the quadruple bottom line - people, profit, planet and purpose. 

We have served and do serve on several boards. The responsibility to represent shareholders, stakeholders and communities is a total commitment to a values system, ethics, diversity, transparency, collaboration and authenticity. It's a commitment to leaving ego at the door and focusing on the greater good that leads to abundance for all. 

Are the traditional roles and operations of boards undergoing the change necessary to deal with the accelerated rate of change we are continuously facing? What skills are required by Directors in the 21st Century? Technology, culture and diversity are changing the composition and the operations of boards.

It is obvious that financials, operations, risk management, innovation, ethics, community engagement and social impact are high on the list of priorities and required skills for boards. 

I sat on a board that was 'all talk'. It wasn't long before we disrupted that model and shifted to active leadership. Thought leadership was imperative as was personal accountability and the ability to face intense scrutiny. This was about being focused and 'on purpose'.  

Being on a board is not about adding prestige to a CV. It's about having meaningful impact. It's about having the courage to lead collaboratively. It's about looking after all the stakeholders. It's about Environmental, Social and Corporate Governance. It's about serving our communities.