The word bored is defined as tired, jaded, rigid and uninterested. In an ever more complicated corporate world, this is probably not ideal for a board table.

I am certainly not a thought leader, but I am a complete convert on the benefits of diversity around a board table.

Having the right mix of people is well documented, but I thought I would bolster this important transition by sharing some thoughts on what appears to be a less boring set of seats around the table.

Don’t worry lawyers and accountants, I am not going to exclude you as there are still a couple of seats left once we explore the following valuable additions.

So, in no particular order, I think every board should consider if it has the following additional boxes on its skills matrix:

1. People, Culture & Wellbeing
2. Assets/Infrastructure
3. ICT/Digital/Cyber
4. CEO experience (boards without this often lose perspective on the lonely life of the CEO)
5. Customer, Marketing & Communications
6. Sales/Revenue Channels
7. Risk & Governance
8. Supply Chain
9. Government Relations and PPP
10. Specific Industry experience

Then, within these categories, it is most valuable if individual board members also have one or more of the following points of difference:

1. Lived experience
2. Strategic planning
3. Global commerce
4. Crisis management
5. Sustainability (ESG)
6. Industrial relations
7. M&A
8. Vision and mission setting
9. Innovation
10. Conflict resolution

There is no doubt I have omitted something already important, or soon to be important, so it is important to keep considering additions to the lists.

The next ingredient is not just important, but essential.

As this year ramps up, I believe there will be a laser focus on behaviour around the board table.

The best boards will be populated by relentlessly curious professionals who are able to disagree without being disagreeable, prepared to call out disrespect and conflicts of interest, keep their noses in and fingers out, project confidence without arrogance, show the courage to express concerns and have a genuine interest in and commitment to the mission of the organisation.

The importance of the Chair in holding board members accountable to the above principles is also absolutely critical.

In our one-degree-of-separation city, it is paramount that we all start to call out obvious conflicts of interest without fear or favour.

And when looking to fill open seats around the table, our advice from Hender Consulting is simple.

Whether you use an independent recruitment provider or not, you need to run a transparent, thorough and open process.

Board Members simply ringing around their mates just does not pass the contemporary governance test anymore and certainly will not result in the precious diversity explored above.

So, in summary, try and place 5-10 unconflicted people around the table who are ideally AICD (or equivalent) educated and manage to cover the first list of 10 above (plus an accountant and lawyer if not already captured). Then ensure they all bring a dose of bonus attributes and experiences from the second list (plus respectful and brave behaviours).

Find this balance and your board will certainly not be bored in 2023 and beyond.

Andrew does not sit on any boards due to the conflicts this would create