Priscillah suggests that while climate change is critical for many entities, the approach to board committee structures should be tailored to each company’s circumstances. She advocates for fewer, but more robust and comprehensive committees with clear terms of reference, content, and discussions. Integration is key to ensure that climate-related issues are considered alongside social and ethical implications, as well as capital and resource allocation. Her experience indicates that the Social and Ethics Committee, with the right skills and mindset, can effectively integrate climate change considerations into broader strategic discussions, promoting a more holistic and responsive approach rather than creating isolated subcommittees.

Priscillah describes this situation as potentially lonely and seductive, highlighting the ongoing lack of substantial female representation in organisations. While acknowledging the personal significance of breaking barriers, her primary focus on the board is the success of the company. However, she believes that her presence and actions should contribute to advancing the development of women by “walking the talk,” addressing cultural issues that hinder women’s progress, and being willing to take risks on talented women. She emphasises the importance of courage, clear ethical boundaries, and the need for women in leadership to sponsor and mentor other women, advocating for them even when they are not present.

Priscillah acknowledges that such comments, though said in confidence, reflect a prevalent societal bias. She suggests that while some individuals may not be adequately prepared, this is not exclusive to women. However, due to fewer women in such roles, failures can be disproportionately scrutinised. To combat this, she stresses the need for women on boards to be highly effective, well-prepared, and to carry a significant load. Authenticity is crucial, and women should not feel pressured to behave like men to be heard. Instead, they should leverage their unique skills and perspectives, building alliances and leveraging different board members to ensure their message is conveyed effectively. Preparation, competence, and a willingness to challenge constructively are vital.

Priscillah differentiates between role models and sponsors. Role models provide inspiration through their attributes, but no single individual can embody everything one needs. She advocates for a “portfolio of networks,” comprising individuals with diverse strengths and experiences who can collectively serve as role models. Sponsors, on the other hand, are crucial advocates who actively support and promote one’s career progression, often speaking on their behalf and providing honest feedback. She highlights the significance of having sponsors throughout one’s career, from early influences like her grandmother and father to professional mentors and board-level advocates. This network provides diverse perspectives, support, and guidance, fostering resilience and confidence.

Mabelane emphasises that valuable insights and wisdom are not exclusive to those in executive or leadership positions. Individuals from all walks of life, such as drivers and community members, possess “common wisdom” and unique perspectives shaped by their experiences. Engaging with these diverse viewpoints can provide board members with a more grounded understanding of societal challenges, cultural nuances, and the broader impact of their decisions. It encourages a more holistic and human-centred approach to leadership, reminding board members that learning and growth can come from unexpected places and that true leadership can manifest in various forms.

Priscillah believes psychological safety has two key aspects. Firstly, fostering an environment where the executive team feels safe to be transparent and open, ensuring that challenging discussions are balanced with trust and mutual respect. This involves building relationships and providing constructive feedback. Secondly, creating safety for board members themselves, where diverse values and perspectives are valued and leveraged. This involves encouraging everyone to speak, valuing different areas of expertise, and ensuring that decisions are made collectively and supported afterwards. An effective chair facilitates open dialogue, encourages participation from all members, and ensures a balance between challenge and support.

Priscillah suggests that while industry experience can be valuable, highly successful boards typically comprise a diverse range of competencies, including technical, business, and behavioural skills. When considering a board role, individuals should assess their unique value proposition beyond just industry-specific knowledge. Expertise in areas like social dynamics, technology (even if not directly their industry), or leadership can be highly beneficial. It’s important to understand what skills and perspectives one brings to the table that will contribute to the company’s success, rather than limiting oneself solely to familiar sectors. A well-rounded board benefits from a variety of experiences and viewpoints.

Priscillah acknowledges the reality of women not always supporting each other, suggesting that it can be more challenging when representation is limited. She believes societal structures can inadvertently create competition or a “celebrity” culture around a few female leaders. To foster stronger support networks, she advises women to identify and align with individuals based on shared values, regardless of gender. While acknowledging the importance of female solidarity, she highlights that her own career has been significantly supported by male sponsors who shared her values. She encourages women to be courageous in supporting each other, offering constructive feedback, and actively mentoring and sponsoring emerging female talent. Ultimately, she believes the purpose of leadership should be to uplift others and leave a legacy of growth and opportunity for future generations.