Comparing the backgrounds and role structures of current chairs suggests that most boards—even those with strong DE&I or ESG performance—could benefit from significantly broadening their expectations about the role and who can fill it.

Boards must fundamentally rethink what it takes to be an effective chair, how the role should be structured, and how to find the right candidates. Chairs themselves should take the lead on ensuring they have the right successor.

Aisha Oliver-Staley, New York University's senior vice president, general counsel, and secretary, discusses managing global risk, remote onboarding, and the leadership skills that have helped her succeed.

Ashok Vaswani shares his thoughts on what it takes to be a good leader, the impact of his lived experience on his leadership style, and his leadership values.