Chrystelle Cluzeau’s Post

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]