As a nation (Kenya) we had been waiting with bated breath as the President took the time to reconstitute his cabinet, following weeks of online discussions and ‘directives’ given by the GenZ populace. The youth had, through social media, demanded for an entire overhaul of the cabinet and given direction on their preferred qualities on the incoming Board members; which included among other factors:
i) an age range of 28-60yrs,
ii) a clean track record- integrity,
iii) a clean judicial record,
iii) a believable wealth demonstration,
iv)a person without an incitement record,
v) specific expertise in the ministry of appointment,
vi) They gave a guide on their salary and benefits, and finally
vii) The candidate should not have history or not be related to the current president.

This may not have been the criteria considered in the recently constituted cabinet, but it definitely made us at Akira Consult Limited consider whether as Governance Advisors, we advocate with such specificity on the selection criteria that a Board may use in their recruitment process. The defined 11Cs governance model by Jeremy Cross, looks at both technical and behavioral competencies for incoming Board Members under the 4 quadrants namely matching the Board Demographics & Board Attributes of an individual vis a vis the Board Structure & Board Dynamics of the Board, is a good place to start.

Leonardo Peklar also wisely said that “The most important prerequisites to being a good director are interpersonal skills- the ability to communicate and high personal and moral ethical standards– these skills cannot be learned. Other skills, such as technical knowledge, are also important and can be developed.”

Other factors that can be used for director selection include:
a) Industry: Experience in and knowledge of the industry in which the organization operates;
b)Technical: Technical/professional skills and specialist knowledge to assist with ongoing aspects of the board’s role;
c) Governance:The essential governance knowledge and understanding all directors should possess or develop if they are to be effective board members. I
d) Behavioral:The personal attitudes, values and beliefs of the person which help them function well as a team member and is an asset to interacting with key stakeholders.

Although most board recruitment, scrutiny and process tends to focus on issues such as external & time commitment, director independence, technical expertise and professional and social capital, which focuses on what a candidate can do for the Board, we need to be more perceptive. As a human race we are in a crisis of ethical and moral leadership which then shows that character is definitely more valuable than what the candidate can bring to the Board.

Speak to us on how you can with discernment, pick your next Board Members. We would love to help! Also, find more insights on www.akiraconsult.ke