I fell in love with board work long ago. It’s an arena where potential is either unlocked or squandered. Done poorly, it’s a missed opportunity; done well, it’s transformative.

Board work is exploratory: a good board earns its keep where the beaten track ends. It’s provisional: a good board is constantly sensing and adjusting to the currents and winds. The dynamic balance of strategy, risk and governance requires constant review and adjustment. And important as compliance and monitoring are, a good board spends 80% on the think-tank work of innovation and forward-looking strategy.

And then, “What distinguishes exemplary boards is that they are robust, effective social systems,” as Jeffrey A. Sonnenfeld aptly put it in the Harvard Business Review. All the interpersonal dynamics of the board room impact on the quality of decision-making.

I did the cornerstone course of the Australian Institute of Company Directors years ago, and the fascination hasn’t waned. Every boardroom I step into offers a chance to elevate impact, and that’s what keeps me engaged.