Steve Pell
Steve is a trusted advisor to boards and non-executive directors on governance matters, with specific focus on issues at the intersection between board and management. He has substantial expertise in the development and implementation of frameworks to build effective partnership between board and management on organisational strategy. He is a regular writer for the Australian Financial Review on leadership, governance and board effectiveness.
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View all articles →Succession as a key pillar of value creation
Across 155 boards in the BoardOutlook 2025 benchmark pool, approximately four in ten directors (39%) name enhancing ...
by Steve PellThe average graduate gets better feedback than the average CEO
The average graduate gets better feedback than the average CEO. Over the past decade I have put that contention to ...
by Steve PellProfessionalising Governance in Founder-Led Businesses
What to build, what to defer Founder-led businesses that have grown organically arrive at the question of governance ...
by Steve PellThe corruption of “psychological safety” in the boardroom
Why the most popular idea in boardroom improvement is applied backwards.
by Steve PellWhy Good Boards Oversee Irrelevance
The dominant failure mode of governance has no villain.
by Steve PellThe 9% Problem: Why Boards Leave Chair Succession Too Late
Chair succession is one of the clearest tests of board maturity.
by Steve PellThe Feedback Gap: How 80% of Directors Are Flying Blind
BoardOutlook’s global data shows that only 20% of directors say their chair provides great individual feedback.
by Steve PellUnknown risks aren’t an excuse
Most boards say they care about future risks. And to be fair, most directors genuinely do. They didn’t join boards to ...
by Steve PellBeyond the BBC’s crisis: How governance failures can lead to better boards
There’s still a lot we don’t know about what happened inside the BBC boardroom - who knew what, when, and how decisions ...
by Steve Pell