What quietly slips through the cracks is development.
In our board reviews, this is a recurring blind spot. The personal and professional development of Management Board members, and the development of the board as a team, are often treated as optional. Or worse, left entirely to the Management Board itself. Delegated away. Lightly organized.
A serious development scheme looks different. It institutionalizes individual coaching and team coaching as part of governance, not as a remedy when things go wrong. It creates structured moments for reflection with external peers or domain experts, where assumptions can be tested safely. It uses leadership trails or comparable learning journeys to expose leaders to contexts beyond their own organization. And it explicitly connects these instruments to evaluation outcomes.
This is where the employer role drives impact.
Most boards underestimate this. The consequences show up later.
Dit bericht hoort bij een serie coachingvignetten waarin de ‘Ruthless Compassion’ van NGL verschillende facetten van leiderschap belicht.
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