feature/SKILLS
CANADIAN HR STRATEGY/19
ask the tough questions that need to be asked," says Pame-
la Jeffrey, founder of the Canadian Board Diversity Council
(CBDC) in Toronto.
As well, the best board members are generally inquisitive
and do all the required homework before meetings, says Brad-
ley, along with bringing skepticism to the table, says Jeffrey.
"The most effective (board composition) is nding a group
that really balances each other out, both from an experience
perspective as well as skills," says Remick. "The role of a di-
rector is different than the role of a management executive."
Integrity is one of the most important skills a director should
possess, according to Bhardwaj, mainly due to the immense
responsibility a board member carries.
"Any member of the board has a duciary obligation to
the organization — whether it be corporate, non-pro t, a
Crown corporation — and having a clear sense of what that
duciary duty is and being completely compliant with it is
a starting point."
The people around the table — management and fellow di-
rectors — have to respect where those questions are coming
from, says Bradley.
"They need to feel like you are asking the questions fairly,
honestly — you are not doing it with an ulterior motive."
But having industry experience is still essential.
"If you are a business knowing you're going to go through
a transformational part of the cycle, having directors on your
board that have lived through that would be very bene cial,"
says Bradley.
Because that change can be distressing and uncomfortable
for management, having directors with experience can help
provide comfort to the team and is how directors most often
