In 2018, I sat in a boardroom in Nairobi, staring across the table at a defeated CEO. He had just returned from a disastrous regional performance review. Sales had dropped for the third consecutive quarter. Staff morale was at its lowest. The board was growing impatient. “But we promoted the most experienced person,” he kept insisting. I asked who. He said, proudly, “He’s been with us 18 years, he knows the company inside out.” And there it was, the real problem, not the market, not the product, not even the competition, but the real issue was leadership appointments based on time…

A great board is like an expert football coach. They do not rush onto the pitch and don’t take the penalty kicks. But they watch the game closely, read every move, adjust the strategy when needed, and hold each player accountable. They do not interfere, but their influence is unmistakable. Weak boards? They fall into two extremes. Some cheer blindly, clapping at every decision without question. Others storm the field when the game is already lost, trying to do in panic what they failed to guide in peace. Over the years, I’ve seen boards of all shapes, some passive, some…