Margot Cairnes MBA, B.Ed. (Hons)

CONTEMPORARY INSIGHTS FOR VISIONARY BOARDS 2026 & BEYOND Forward-looking, board-level agendas for 2026 and beyond, highlight what directors should seriously consider to ensure contemporary, resilient, and credible governance The following is based on world’s most recognised contemporary Governance Educators Strategic Foresight Long-Term Value Creation Boards need to move from oversight to foresight • Embed AI assisted scenario planning and geopolitical risk assessment into board agendas • AI, automation, and climate transition reshape industry structures and value chains • Integrate “future resilience” metrics — not just quarterly performance — into CEO and strategy reviews The governance of technology and data defines board competence • Establish Technology & Ethics Committee or upgrade the Audit/Risk Committee’s remit • Ensure directors are educated in AI & are highly experienced via digital connectivity to capabilities, cybersecurity, and data privacy frameworks • Oversee responsible AI use — fairness, transparency, accountability — just as rigorously as financial integrity Recognise & action shift from “ESG as reporting” to “sustainability as strategy.” • Tie executive incentives to measurable sustainability and transition outcomes (e.g., emissions reduction, circular economy progress) • Prepare for mandatory climate disclosure regimes • Integrate nature, biodiversity, and social impact into risk frameworks — moving beyond carbon Contemporary governance demands new skill mixes • Conduct skills matrix audits ensuring diversity in age, background, and digital literacy • Appoint “next-gen” directors (with deep digital, sustainability, or stakeholder engagement experience) • Use dynamic succession planning — not just for the CEO but across key C-suite Public trust is the new currency Brand of governance • Reframe fiduciary duty through a stakeholder lens — balance shareholder returns with societal license to operate • Treat cyber resilience as a core business continuity issue, not just an IT matter • Simulate cyber crisis drills at least annually Boards must be able to govern in a world of fragmentation and flux * Monitor geo & domestic economic shifts monthly (U.S.–China tensions, trade decoupling, digital sovereignty) * Develop ethical frameworks for operations in high-risk or polarised jurisdictions. Board Evaluation & Effectiveness Continuous improvement, not compliance. • Move from annual self-evaluations to ongoing peer and external reviews every 2–3 years • Adopt digital dashboards for real-time visibility of key performance and risk indicators. I’m Doug Marsh JP (Rtd) Life Fellow IMNZ, Fellow IoDNZ (Rtd)40 year Chair Director Experience International Diplomat Founding President Business NZ NZ Past President Inst Management  E: marshgovernance@gmail.com #chair’s #managers #ceo #businessnz #companydirectors #ema #nzinstituteofdirectors #economy

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Are YOU the lid on your team's growth? Discover key insights from John Gallagher on how self-leadership influences organizational success. Tune into the latest episode of Voice of Influence where John shares the secret to ensuring you and your team thrive. #Leadership #GrowthMindset #VoiceofInfluence https://lnkd.in/gVRWPgsq

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AI doesn't care about your mission. If your organisation serves vulnerable communities, the stakes around AI aren't theoretical, they're deeply personal. Biased algorithms can deny services. Poor data practices can expose the people who trust us most. And unchecked automation can strip dignity from the very interactions that define our work. SPOs and charities aren't exempt from AI's risks. In many ways, we're more exposed, because the people we serve often have the least power to push back when things go wrong. This isn't about slowing down. It's about leading responsibly. I'll be exploring what boards and senior leaders of social purpose organisations need to know; no tech jargon, just the AI governance fundamentals that matter right now. Join us on 25 March. Details below 👇

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Most organisations begin the year with a plan. Almost none begin by checking what the ground can actually hold. The plan sits on top of a system with its own state, its own history, its own unresolved tensions. The plan does not know this. The system does. This is why plans that look right on paper meet resistance nobody predicted. The resistance is not people being difficult. It is the ground telling you what the planning session never asked about. What is the actual condition of the ground in your organisation right now — not what you want it to be, but what it is actually producing? #systemsthinking #systemswork #leadership #organisationdevelopment #systemspractice

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This slide from a recent webinar is timely reminder for boards chairs. We all all know some chairs who could take notice of this advice. On family company boards I have chaired or now chair, my role is to be the conductor of the orchestra. You need to work on ensuring all players at the table are given an opportunity to play a role and aim to have the board agreeing decisions that meet with the company purpose. #boardchairs #familybusinessadvisoryboards

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https://lnkd.in/gH_pNnHd Episode 3, Lessons of Failure, invites listeners to explore failure not as an ending, but as a powerful source of insight and growth. In this episode of Your Truth Explored, Rodney Reynders reflects on how failure often arrives quietly and unexpectedly, challenging our confidence, identity, and sense of direction. Rather than avoiding the discomfort that failure brings, this conversation creates space to sit with it and listen to what it may be trying to teach us. Drawing from lived experience, Rodney explores how failure can strip away assumptions, expose hidden expectations, and reveal where we have tied our worth too closely to outcomes. He reflects on moments where effort did not lead to success, where plans fell apart, and where persistence felt harder than giving up. These experiences are not framed as mistakes to erase, but as teachers that shape resilience, humility, and self-awareness. This episode gently unpacks the difference between failing and being a failure, highlighting how easily those two ideas become tangled. Rodney explores how failure can distort self-talk, amplify doubt, and invite harsh inner criticism, while also offering a compassionate reframe. Listeners are encouraged to separate their identity from their results and recognise that failure often says more about circumstances, timing, and learning curves than personal value. Listeners are invited to reflect on their own experiences of failure in work, relationships, business, study, or personal goals. The episode normalises the feelings of disappointment, shame, and frustration that often follow failure, reinforcing that these responses are human and shared. Rather than offering quick fixes or motivational slogans, Lessons of Failure prioritises understanding, patience, and compassion. The tone remains calm, honest, and grounded. There is no pressure to reframe failure immediately or find silver linings before they feel genuine. Instead, Rodney encourages listeners to ask gentle questions of their experiences: What did this reveal? What did it change? What did it ask of me? Failure is presented as a teacher that speaks softly, often over time, rather than all at once. As the episode unfolds, listeners are reminded that many meaningful shifts in perspective come not from success, but from setbacks that slow us down and force reflection. Lessons of Failure reinforces the idea that growth is rarely linear and that failure can become a turning point when it is met with honesty rather than resistance. This episode continues to build Your Truth Explored as a space where real experiences are honoured and where truth is explored gently, one reflection at a time. 🔔 Subscribe for weekly reflections 🎙️ Explore more episodes of Your Truth Explored 🌐 https://lnkd.in/gaJyUrAj Rodney Reynders MBA (Fin), ACC #yourtruthservices #yourtruthexplored

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Corporate Board readiness goes far beyond knowledge or experience. It’s about strategic thinking, clear communication, and having the confidence to speak up when the stakes are high. In this Criticaleye Asia podcast, I share why deliberate preparation matters: whether it’s shadowing board members, presenting sections of materials, or practising with mentors in a safe space. These are the kinds of steps that build the confidence and skills needed to succeed in the boardroom. Since serving on two major Japanese boards as the first foreign woman, I’ve seen how powerful this preparation enables you not just to take a seat at the table, but to contribute with real impact once you are there. 🎧 Listen here: https://lnkd.in/euVxBmhg

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So it's not just auditing firms and law firms where employees are using AI hallucinations for misinformation and disinformation - it's also journalists. Many organisations are struggling to stay relevant so they resort to abusing AI. For newspapers and other journalism organizations, we can see them struggling to create an economically sustainable model in our digital age as they become more irrelevant, hence they resort to these types of unethical behaviours.

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When you see change coming, do you view it as an opportunity, a threat – or maybe a bit of both? I’ll be speaking soon at a conference for an association whose members are cultural organisations – think museums and art galleries – and we’ll consider what lies ahead in that sector. One significant shift is the growth of tech that lets people immersive themselves in experiencex without visiting these places. Take virtual reality (VR), for example. You can strap on a headset and (virtually) visit the Louvre, walk with dinosaurs, explore outer space, or fight alongside Anzacs. All without leaving the comfort of your home, school, or local library. How can a museum or art gallery compete with those experiences? Well, of course VR can’t fully replicate the physical experience. Being there in person is richer, more immersive, and more visceral. But for many people, especially those limited by geography or budget, the virtual experience is “good enough” – and sometimes, even more informative. With VR, you can access deep context, background stories, and interactive insights that may not be available on-site. So is VR a threat or an opportunity for these organisations? The answer, of course, is that it could be either – or both. It seems like a threat, but there’s also the opportunity to integrate digital and physical experiences. For example, a museum website might have a VR "teaser" that’s more effective than words or pictures. And then add a VR option when visitors arrive. And perhaps an online follow-up after they leave. But before you can assess whether something like VR is an opportunity or a threat, you first need to notice it! If you didn’t even think about VR as a possible external influence, you can’t make these sort of decisions. That’s a critical step leaders often overlook. It’s easy to react to what’s already obvious. But go further to scan the horizon and look for other signals that aren’t as obvious. This is the skill of foresight, and it’s an important first step in being future-ready. Whether you’re doing formal strategic planning session or just looking informally at what’s next, take some time to understand what’s changing in – and outside – your world. That’s why leadership teams bring me in before they begin strategic planning – not to build the plan itself, but to help them understand what’s coming. When they know the most important external pressures and influences, they can then incorporate them into their plan and make smarter decisions about priorities and actions. If you want to know more about developing this skill of foresight, join my coming free public online presentation. I’ll share some of the tools I and other futurists use to help you see what’s coming and prepare for it. Oh, and of course, if you’d like me to work with your leadership team, let’s chat! https://lnkd.in/gZ6QZQBD Enjoy!

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Thank you Julien Haye. A decade ago I did a survey of clients who were or had been chairmen/women, and who supported our communication ethos. I asked them what they thought most important in the role. Here are their top 3 dos and don'ts ... DO: 1.    do introduce participants and demonstrate empathy towards them. 2.    do maintain transparency. Being honest about issues helps earn trust and respect. 3.    do remind members what they have achieved and thank them for their contributions. DO NOT: 1.   do not try to be too subtle. If you have an important point to make then make it at the outset. And ensure that people aren't swamped by detailed content. 2.    do not try to cover anything up. The key to interacting effectively is to manage expectations. What attendees do not want is a surprise or shock. 3.    do not interrupt people or seek to dominate a meeting. A chair person’s role is to facilitate and encourage active dialogue. There was strong consensus that the interpersonal aspects of any meeting are as important as what is actually being discussed. People remember behaviour and how they felt far more than they remember words. When you are chairing a meeting, interpersonal attributes become even more important, since you are the focal point of attention. Punctuality, positive body language and openness are all essential. People are typically comfortable saying the first 92% of what they think, but often withhold the final awkward, contentious 8% that is probably crucial to a meaningful and real outcome to the discussion and a strong and balanced decision. So Julien's point about psychological safety is spot on, but this must not stand in the way of clarity and honesty. It points to another important responsibility of the Chair: establishing and maintaining a constructive and empowering energy throughout the meeting. This requires strong performance skills from the Chair, and the ability to disclose human vulnerability with confidence. #YouBrand #ChairingMeetings #PsychologicalSafety #BoardMeetings

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Great session on for-purpose governance yesterday with Institute of Directors in New Zealand - including Dan Te Whenua Walker proving again why I admire him so much. Key themes: - co-leadership is an emerging trend, with one panelist describing an organisation with join chairs and joint CEOs. Could this be a governance structure that has succession built-in? I’m intrigued to find out more. - relationship building is essential, especially for the strategic and cultural work that boards need to do. But often for-purpose organisations are run by busy volunteers and time is at a premium, and socialising goes by the wayside. Chairs and boards need to make a strong case for the habits that humanise, and enable real relationships to grow. Thanks to IoD for trialling a new, more interactive format. I really liked it and I think the others at my table did too. This session reminded me of training I did some time ago with the Art of Hosting and Harvesting Conversations That Matter, work that I need to revisit. A key insight I got back then was simply this: “Relationships are infrastructure” Just as much as pipes or cables, relationships take time to assemble and once established can build strong momentum. Good words. A lot to live up to.

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One of the biggest challenges directors face, is maintaining clarity of purpose and vision. Without this, it’s easy to find yourself working on the wrong things, wasting resources, and following paths that ultimately won’t drive growth or profitability. This leads to loss of momentum, and in turn, missed opportunities to focus on what really matters for success. Whether you are the owner of the business or a director of a corporate, it is essential that you perform at your best within your areas of responsibility. 

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Should succession planning focus on naming one successor, or preparing a pipeline of leaders? Research tells us: 85% of executives say succession is critical, yet only 30% believe their process works (McKinsey, 2023). 60% of internal successors fail within 18 months without proper preparation (Gartner, 2022). Read full article here: https://lnkd.in/gU35b8hM #worthcoaching #leadershiptransitions #ExecutiveCoaching

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How does one transform a speech into a sustainable culture in an organisation? One speaker masterfully leverages his personal experience with a workplace accident to connect with audiences on a deeper level. After an engaging presentation, he proactively approaches the CEO with ideas to extend the message, leading to a valuable annual membership program. By providing weekly safety videos, he ensures that the message of safety is consistently reinforced, creating lasting impact and a substantial recurring revenue stream. This innovative approach demonstrates how a single speech can build culture and long-term engagement. Watch/listen to full SpeakersU episode at https://lnkd.in/dKEZ4V5 #WorkplaceSafety #CultureBuilding #Leadership #Innovation #RecurringRevenue #SafetyFirst

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🟧 YOUR ENVIRONMENT ISN’T JUST A BACKDROP. IT’S THE BIGGEST FORCE SHAPING YOUR ADAPTABILITY CAPABILITY. Some leaders think resistance to change is a mindset problem. But often, the issue is much quieter — and closer to the ground. In my recent 5-part series on LinkedIn, The Invisible Barriers to Adaptability, we explored how the workplace environment quietly shapes adaptability—often without us realizing it. These signs were woven into that narrative, and leaders reached out saying, "That’s exactly what’s happening on my team." As a reminder from those narratives, here are 5 subtle signs your environment might be quietly blocking adaptability: 1️⃣ Sharing ideas feels risky. 2️⃣ Mistakes are treated as failures. 3️⃣ Stress is constant — and unmanaged. 4️⃣ Emotional health is ignored. 5️⃣ People feel disconnected. ⚠️ If even one of these sounds familiar, it’s worth taking a closer look. These signals are quiet — but they’re powerful. According to the Adaptability Pyramid of Needs™ (Decoding Your Greatest Superpower AQ, Ross Thornley, MABP), environmental safety is the foundation. Without it, higher-level capabilities like unlearning, creativity, and resilience stay locked. This is where I see even experienced leaders stall — Not because they lack capability, But because the environment around them is stuck. Silence replaces stretch. Stress replaces learning. Belonging fades — And so does the will to adapt. 🟩 WHAT'S NEXT: That’s exactly what we explore in the Adaptive Leaders’ Impact Lab – Environment Sprint. A micro-learning and application sprint — where leaders reflect, apply, and begin shifting how they lead in real time. It’s focused, grounded, and designed to deliver momentum—right where it’s needed most. We have one more AQ Environment Sprint Micro-Lab this quarter. If this resonates, DM me or drop LAB in the comments and I’ll send you the details. • • • ★ I’m Nurdan Tokoz, creator of the Adaptive Leaders’ Blueprint™. I help leaders grow through uncertainty and lead reinvention with clarity, adaptability, and purpose. #AdaptabilityCapability #LeadershipTransformation #AdaptiveLeaders #AQai #Reinvention #Microlearning

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While individual excellence matters, organisational success increasingly depends on team effectiveness. Team coaching focuses on how leaders work together, make decisions, and manage collective accountability. In Middle Eastern organisations, teams often consist of diverse backgrounds and hierarchical structures. Team coaching helps align individual strengths around shared goals and values. Through team coaching, teams explore dynamics such as trust, communication, and decision-making. Difficult conversations are surfaced constructively, enabling teams to move beyond politeness toward productive challenge. Team coaching also strengthens collective ownership. Rather than relying on a single leader, teams develop shared leadership responsibility. The result is stronger collaboration, faster decision-making, and improved performance.

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Free consulting can be a trap, especially for tradies. Giiving away expertise for free often leads to undervaluing your skills and attracting the wrong clients. It proposes a radical rethink: How can tradies reframe initial consultations to demonstrate value and ensure fair compensation? Time to ditch the 'free' model and build a sustainable business. Watch the Full conversation with Ari Galper: https://lnkd.in/gtCN3Jjp #ConsultingTips #BusinessStrategy #Entrepreneurship

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