Nuances in Corporate Governance

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Nuances in Corporate Governance Passionate about the integration of aspects of Corporate Governance and Organizational Behavior

WHAT A WORKPLACE ACCOMMODATION POLICY ON PERIMENOPAUSE AND MENOPAUSE COULD LOOK LIKE Part 1 of 4Zambian employers plan c...
14/10/2026

WHAT A WORKPLACE ACCOMMODATION POLICY ON PERIMENOPAUSE AND MENOPAUSE COULD LOOK LIKE Part 1 of 4

Zambian employers plan carefully for maternity leave.

But what about perimenopause and menopause?

Many women in their forties and fifties are managing symptoms such as hot flushes, poor sleep, tiredness and trouble concentrating while holding down demanding jobs.

Most say nothing, because there is no policy and no one to talk to. Some reduce their hours or leave work altogether.

No Zambian law mentions perimenopause or menopause by name, and few workplaces have a policy. That can change, and it can start with simple, practical steps.

This week, I am starting a four-part series on what a perimenopause/menopause workplace policy could look like in Zambia.

Follow along, and tell us: has your workplace ever talked about perimenopause/menopause?

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 4of 4If no one person can catch all their own mistakes,...
12/10/2026

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 4of 4

If no one person can catch all their own mistakes, how do good organisations protect themselves? They build checking into the system:

• The person who prepares the work is never the one who approves it.
• Big decisions need two independent people, either of whom can stop it.
• When input is requested, people get real time, real information and real questions. Silence is followed up, not treated as a yes.
• Someone is asked to argue the other side on major decisions, so disagreeing doesn't feel personal.
• No critical task is understood by only one person.
• People who own up to mistakes are thanked, not punished.

Airlines and hospital operating theatres already work this way: anyone, at any level, can stop the process if something looks wrong.

Which of these does your workplace do well, and which is missing?

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 3 of 4“She's the expert. If she says it's fine, it's fi...
11/10/2026

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 3 of 4

“She's the expert. If she says it's fine, it's fine."

That sentence has preceded some of the biggest failures in organisations. It's not because experts are dishonest. It's because nobody, however skilled, can reliably catch their own blind spots.

The danger signs are familiar: a second signature that's only a formality, a document sent "for comments" with no real time to read it, and everyone assuming someone else has checked.

Asking questions about a colleague's work isn't distrust. It's doing your part. Trust helps teams work together, but it doesn't replace checking.

Have you ever seen a problem slip through because everyone assumed someone else had checked?

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 2 of 4Who's responsible for catching mistakes in an org...
10/10/2026

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 2 of 4

Who's responsible for catching mistakes in an organisation? Everyone, each in a different way.

• The person doing the work checks it against the source, not just against last year's version.
• Leaders revisit decisions when the facts change, even if it means admitting the plan needs adjusting.
• The board is willing to reopen its own decisions and honestly assess how well it decides.
• Committees and internal audit look again at what others have done, and follow up to make sure fixes actually happen.

The steps are the same at every level: notice the problem, say so openly, fix it properly.

Where in your workplace do mistakes most often slip through?

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 1 of 4When did you last say, "Actually, I got that wron...
10/10/2026

THE ART OF SELF CORRECTION IN CORPORATE GOVERNANCE PRACTICE Part 1 of 4

When did you last say, "Actually, I got that wrong. Let me fix it"?

It's one of the hardest sentences in professional life, and one of the most valuable. Self-correction means checking your own work and decisions honestly, and fixing what's wrong before someone else has to point it out.

It goes hand in hand with diligence. Diligence is the care you take before you act. Self-correction is the care you keep taking afterwards. Careful work isn't automatically right work, so the checking has to continue after the work is done.

This week starts a four-part series on the art of self-correction: what it is, who in an organisation should practise it, and how teams can protect each other from the risk of trusting one person's work without question.

Is it easy to admit a mistake where you work, or does it feel risky?

UNPACKING THE DUTY OF CARE CONFERRED ON CORPORATE ACTORS Part 4 of 4In this part of our series, an actor who properly ho...
10/10/2026

UNPACKING THE DUTY OF CARE CONFERRED ON CORPORATE ACTORS Part 4 of 4

In this part of our series, an actor who properly holds their ground, is backed by the law. But do they have to fight that battle alone?

What is the role of leadership in creating an enabling environment for good practice?

Here are some pointers:

• writing down who does what in the control and ex*****on chain, and that withholding action must be on documented grounds
• giving concerns a formal route and a deadline, instead of corridor pressure
• answering the question, rather than pulling rank on the person asking
• protecting people who raise concerns in good faith

An authorized actor who asks questions isn't challenging the authority of another. They are using their own to be properly able to discharge their function.

Thank you for following the series. Which part resonated most with your experience?

Let’s share!

UNPACKING THE DUTY IF CARE CONFERRED ON CORPORATE ACTORS Part 3 of 4What happens when the person who's supposed to check...
08/10/2026

UNPACKING THE DUTY IF CARE CONFERRED ON CORPORATE ACTORS Part 3 of 4

What happens when the person who's supposed to check a process just proceeds without as much as a thought?

Courts have answered that many times. In one UK case, two directors signed blank cheques for a colleague who then took the money. They were held personally liable alongside him. In another, a director signed a form without reading it and was found negligent.

Even banks are expected to pause. In 2019, the UK Supreme Court held a bank liable for paying out about US$204 million on the instructions of a company's own chairman, because the warning signs were there and the bank went ahead anyway.

So when you ask questions before discharging your function, you are not being difficult. You are doing exactly what the law expects of a control function.

In the final part of this series we discuss what leaders should do when someone says "not yet".

Let’s share!

UNPACKING THE DUTY OF CARE CONFERRED ON A CORPORATE ACTOR Part 1 of 4 When something doesn't add up, and you are entrust...
07/10/2026

UNPACKING THE DUTY OF CARE CONFERRED ON A CORPORATE ACTOR Part 1 of 4

When something doesn't add up, and you are entrusted with the authority to exercise a control function, naturally you would want to pause and perhaps use another lens to see what you may have missed. Right?

In asking questions , you may receive the clarity you seek or the proverbial “push back”. What next?

Getting to the last word in an authorization system should be a clear and defined path, which path which assures the quality of the necessary control mechanisms. Such a system does not entertain actors that consider themselves as a clerical function in the scheme of things.

Look out for my next piece!

Let’s share!

Another certification from Harvard Edx… and still at it! This is one of the most enjoyable learning experiences !!
04/10/2026

Another certification from Harvard Edx… and still at it! This is one of the most enjoyable learning experiences !!

Enjoying this online course offered through Harvard University. I am having a blast with this unique learning! Expect th...
01/10/2026

Enjoying this online course offered through Harvard University. I am having a blast with this unique learning! Expect the rest of my certifications as I pass them!

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