Much of board education likes to zero in on technical knowledge—keeping up with regulatory updates, sharpening financial skills, risk management, and staying on top of industry trends.
These are crucial, no doubt. But they're only one part of the picture.
The other, often overlooked part, is about human skills - the real heart of what makes a board effective.
Before we dive in, let's appreciate the concept of "Yin and Yang" from ancient Chinese philosophy. Yin and Yang represent interconnected and complementary forces that create balance. This parallel I’m drawing on, the Yin and Yang of learning, is where board members need to focus to boost their Board Intelligence (BQ), a concept we've developed at Future Directors.
The Yin: Technical Mastery
Think of technical knowledge as the foundation of any board member’s skill set. It’s about understanding the pure fundamentals of the role, analysing financial statements, navigating risk, developing policy, overseeing operations, and developing strategy. These hard skills are vital - they’re the clear, somewhat measurable aspects of governance.
Many board members spend a lot of time perfecting these skills through courses, seminars and certifications. It’s easy to see why: the impact of technical expertise is immediate and obvious.
But while technical skills can keep things running smoothly, it’s the human skills that truly drive a board's success.
The Yang: Human Skills
Human skills - often called soft skills. These are less visible but incredibly powerful. They include communication, emotional intelligence, conflict resolution, and teamwork. In the boardroom, where decisions have big consequences, the ability to handle complex human interactions is critical, not just inside the boardroom, but with the broad range of internal and external stakeholders (or impacted parties).
These skills create an environment where different viewpoints are respected, conflicts are managed constructively, and consensus is built naturally. They enable the board to function as a cohesive team, making better decisions together.
Unfortunately, human skills don’t always get the attention they deserve because they’re harder to measure. Yet, they’re often what separates a good board from a great one.
The Harmony: Elevating BQ
The goal of skills development should be to blend technical mastery with human skills, raising the Board Intelligence (BQ) of both individual members and the board as a whole.
What is BQ, you ask?
BQ is a holistic model of a board’s effectiveness, covering not just what they know, but how they work together to use that knowledge. It defines the ingredients for success and the value of a board. I’ll dive more into this in upcoming pieces. Raising BQ means taking a balanced approach to learning. It’s about seeking growth in both technical and human areas.
Beyond the Norm
It’s easy for board members to get stuck in their comfort zones, focusing on what they know already, building on this with easily taught and understood content. But the real challenge, and the real opportunity, lies in looking beyond.
If we recognise that the boardroom’s greatest strengths aren’t just in technical know-how but in the depth of interpersonal skills and the quality of interactions, then we are halfway towards a better board.
As you continue your learning journey, ask yourself: Are you balancing the Yin and Yang?
Are you investing as much in understanding your fellow board members and improving your collaboration skills as you are in mastering industry regulations? Are you helping to elevate your board’s BQ?
The best boards are those that embrace continuous learning in its fullest sense. They know that true effectiveness comes from a blend of knowledge and human connection. By taking this dual approach to learning, you’ll not only enhance your own capabilities but also contribute to a more dynamic, cohesive, and successful board.
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