As I prepare for the final interview stage of my Chartered Director qualification, I’ve been reflecting more deeply on the responsibilities that come with sitting at the boardroom table. How can a board provide proper oversight of management while still giving it the autonomy it needs to be effective?

When we think of reinvention, we often imagine scrappy startups pivoting to survive. But for mature companies with legacy reputations, reinvention is more complex. It’s less about radical change, more about careful recalibration. A recent segment on Bloomberg’s Wall Street Week offered a timely look into how one such business, New Balance, is managing this ongoing challenge.

We often hear that great leaders delegate, but what if we're delegating the wrong way? A recent article in the Harvard Business Review caught my attention; it challenges some long-held beliefs about time management and leadership. The piece, titled Leaders Shouldn’t Try to Do It All, presents an approach that moves beyond simply prioritizing important tasks.