The boardroom tango is where strategy meets execution, highlighting the dynamic dance between the board and executives in steering an organisation. But what does an executive have to do in order to really get the most out of non-executives? How does this dance between the two work? How can it be influenced and improved?
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the boardroom tango with Carol Ouko-Misiko, who is Group Sustainability and Risk Executive for Old Mutual Plc East Africa, she oversees 11 business units in the financial services sector, domiciled in 4 countries in East Africa.
“If I had to choose, I'd rather be where the magic is happening”
Carol starts by explaining that if she had to choose between executive and board member roles, she would always prefer the driver’s seat as an executive. Executives have the opportunity to take strategy and turn it into tangible outcomes, leading teams, navigating uncertainty, and shaping the future, and she believes that’s where the real impact happens.
Reflecting on her early days on the board, one challenge stands out—curating information. Distilling complex information into clear, actionable insights takes effort and discipline; she initially struggled with this as an executive.
“It's that delicate balance between a nose-in, hands-out approach”
The relationship between the board and management is dynamic. The board actively participates in governance, approves strategy, and maintains a firm grip on its fiduciary responsibilities. This is often characterised as a "nose in, hands out" approach, with board members highly engaged in significant decisions, risk evaluation, and executive performance but must also avoid micromanaging daily operations. Their role is to govern, not to manage, placing trust in executives to execute strategy effectively.
“Do we have the meeting before the meeting? I think it's necessary, but it can't replace opportunities for us to face issues without the bias”
For Carol, the meeting before the meeting is something she loves and hates - they feel counterintuitive. Yet, she has come to recognise their value because they provide an opportunity to break the ice, easing difficult conversations before they take place in a formal setting. These informal discussions help build rapport, align perspectives, and create consensus, especially when sensitive topics are on the agenda. However, Carol remains cautious about their potential downsides because pre-meetings can undermine transparency, bypass formal governance protocols, and discourage open, rigorous debate if misused. If board members become too reliant on informal discussions, there is a risk that critical issues will not receive the full scrutiny they require.
“You need to have a bit of thick skin and a sharp focus”
Resilience and focus are essential for an executive to succeed in the boardroomFor an executive to succeed in the boardroom, resilience and focus are essential. Carol believes that executives must develop a thick skin and a sharp focus, but beyond that, they also need the ability to frame a compelling narrative. Rallying people around a vision or strategy is not just about presenting facts; it’s about storytelling. As non-executive board members are not involved in day-t
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