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# Sirdar Basecamp: Business Performance & Governance Community

## Sitemaps
[XML Sitemap](https://sirdarbasecamp.com/sitemap_index.xml): Includes all crawlable and indexable pages.

## Posts
- [How Chairs Build Psychological Safety and Strengthen Authority](https://sirdarbasecamp.com/how-chairs-build-psychological-safety-and-strengthen-authority/): This is where psychological safety becomes a governance issue, rather than a soft one.
- [Mentorship as a Board Pipeline Strategy](https://sirdarbasecamp.com/mentorship-as-a-board-pipeline-strategy/): These capabilities are rarely developed through formal training alone. Mentorship is one of the most powerful tools available to build a sustainable pipeline of future board talent. It enables aspiring directors to learn directly from experienced board members, gaining practical insights into governance, boardroom dynamics, strategic thinking, and effective decision-making.
- [The Daily Practice of Ethical Leadership](https://sirdarbasecamp.com/the-daily-practice-of-ethical-leadership/): Ethical leadership is often spoken about as if it is a matter of principle, policy, or personal virtue. And while those things matter, they are not enough. In practice, ethical leadership is revealed in what people experience from us when the pressure is high, the facts are inconvenient, and the easier course is available.
- [Board Effectiveness is not Decided in the Boardroom](https://sirdarbasecamp.com/board-effectiveness-is-not-decided-in-the-boardroom/): If board effectiveness is not determined in the boardroom, it must be defined differently.
- [The Interview Questions that separate Directors from Leaders](https://sirdarbasecamp.com/the-interview-questions-that-separate-directors-from-leaders/): There’s a moment in almost every board interview where the conversation changes.
- [What High-Trust Boards do Differently](https://sirdarbasecamp.com/what-high-trust-boards-do-differently/): On a mountain, every climber must feel able to speak up. If a junior member sees a developing risk such as unstable ice or a deteriorating weather pattern, silence is danger. High-trust boards cultivate an environment where challenge is expected and valued. Directors are not concerned with preserving personal standing or avoiding discomfort, but are focused on the best possible decision.
- [Board Appointments in the Age of Reputation Risk](https://sirdarbasecamp.com/board-appointments-in-the-age-of-reputation-risk/): In the world of board appointments, "who you know" and "what you know" are no longer the only tickets to entry. We have entered an era where a third, far more volatile factor takes centre stage: Who you are when no one is watching is key.
- [Board Leadership in a Time of Global Uncertainty](https://sirdarbasecamp.com/board-leadership-in-a-time-of-global-uncertainty/): Board leadership is defined by clear action. 
- [Decision Velocity as a Boardroom Capability: Why speed is a governance skill](https://sirdarbasecamp.com/decision-velocity-as-a-boardroom-capability/): The board’s ability to reach clear, defensible decisions at the right moment has become a strategic capability, with decision velocity therefore emerging as a core governance skill. 
- [Succession Planning must start Earlier than you Think](https://sirdarbasecamp.com/succession-planning-must-start-earlier-than-you-think/): In the high-stakes environment of modern governance, a board vacancy should never be a surprise. Yet, many organisations treat succession planning as a reactive task, a "break glass in case of emergency" protocol triggered only by a sudden resignation or retirement.
- [What CEOs need from their Boards in the Year Ahead](https://sirdarbasecamp.com/what-ceos-need-from-their-boards-in-the-year-ahead/): The relationship between a chief executive and a board is one of the defining forces in organisational performance. It is also one of the least honestly examined.
- [Chairing with Courage in Uncertain Times](https://sirdarbasecamp.com/chairing-with-courage-in-uncertain-times/): Being the chairperson of any organisation is a heavy responsibility because you are the leader of leaders – the leader of the board of directors; the leader of the team that is responsible for establishing and delivering on the strategy, setting the example of leadership and ensuring that governance is being implemented effectively at all levels in the organisation.
- [Beyond Seat-Filling: Why Strategic Board Appointments are the Ultimate Competitive Advantage](https://sirdarbasecamp.com/beyond-seat-filling-why-strategic-board-appointments-are-the-ultimate-competitive-advantage/): It is important that businesses view board appointments as strategic tools rather than merely formalities. The process should ensure that each appointment is in line with the organisation's strategy, lifecycle, and risk context, with an emphasis on the board's goals for the next three to five years.
- [Why South Africa’s Exit from the FATF matters for CEOs, Founders and Directors](https://sirdarbasecamp.com/why-south-africas-exit-from-the-fatf-matters-for-ceos-founders-and-directors/): South Africa’s removal from the Financial Action Task Force (FATF) grey list is a strategic inflection point for every CEO, founder, and board director who is serious about growth, competitiveness, and responsible leadership. While the headlines have focused on the national achievement, the deeper story is what this shift means for businesses – especially those that rely on international transactions, foreign investment, or credible governance practices to scale.
- [What 2025 taught us about Board Capability Gaps](https://sirdarbasecamp.com/what-2025-taught-us-about-board-capability-gaps/): 2025 has been a wake-up call for boards everywhere. As organisations negotiate rapid digital change, geopolitical unpredictability, increasing stakeholder scrutiny, as well as growing Environmental, Social, and Governance (ESG) standards, the role of the board is moving quickly.
- [Seven Board Assets that will maximise Value in 2026](https://sirdarbasecamp.com/seven-board-assets-that-will-maximise-value-in-2026/): As another year draws to a close, there is a familiar temptation for boards to reach for clean slates and bold resets. Strategy days are scheduled, frameworks refreshed, and priorities reordered. Most experienced directors know that governance rarely advances through dramatic reinvention. It rather progresses through what is deliberately carried forward.
- [Refreshing the Board: When, Why, and How to Bring in Independent Voices](https://sirdarbasecamp.com/refreshing-the-board-when-why-and-how-to-bring-in-independent-voices/): Boards don’t stay effective by accident. Over time, the same voices, the same perspectives, and the same patterns can quietly take a hold on even a strong board.
- [Wake up, boardroom: Tenderpreneurship can eat your business alive](https://sirdarbasecamp.com/wake-up-boardroom-tenderpreneurship-can-eat-your-business-alive/): Tenderpreneurship is a cancer in South African business. The practice involves using insider knowledge and undue influence, in various forms, to secure a contract where the procurement process is through a request for tender/quotation (RFQ). We’re used to seeing it in the headlines – cronies, comrades, cadres, criminals gaming the system, exploiting loopholes, and walking away with lucrative contracts. And often, delivering NOTHING.
- [Lessons from Failed Entrepreneurial Ventures](https://sirdarbasecamp.com/lessons-from-failed-entrepreneurial-ventures/): Entrepreneurship is often celebrated as a story of resilience, innovation, and eventual triumph. Yet, some of the most critical lessons do not come from the ventures that succeed, but rather from those that do not. In my journey, I have had the privilege of working with business leaders across Africa, and one truth repeats itself: Failure is not the opposite of success; it is part of it.
- [Apparently Still Unemployed: Notes from a Career of Building Businesses](https://sirdarbasecamp.com/apparently-still-unemployed-notes-from-a-career-of-building-businesses/): It may not fit the definition of a “proper job,” but entrepreneurship is work that creates something real in the world. And the work of building is always worth doing.
- [Why King V Matters for Every Organisation](https://sirdarbasecamp.com/why-king-v-matters-for-every-organisation/): On 31 October 2025, the Institute of Directors in Southern Africa (IoDSA) released the King V Code on Corporate Governance for South Africa.
- [The Importance of having Tech Leaders in the Boardroom](https://sirdarbasecamp.com/the-importance-of-having-tech-leaders-in-the-boardroom/): In today’s environment, technology is strategy. The pace of digital transformation, cybersecurity threats, data-driven decision-making, and emerging technologies such as AI, automation, and cloud computing means that every business — regardless of sector — is now also a technology business.
- [Trust as the Currency of Boards](https://sirdarbasecamp.com/trust-as-the-currency-of-boards/): In my many years of working with boards, one truth has remained constant: The most effective boards are those built on trust. It is the real currency of governance, shaping how directors engage, decide, and lead.
- [The Louvre Heist and Your Boardroom: What do priceless jewels and governance have in common?](https://sirdarbasecamp.com/the-louvre-heist-and-your-boardroom-what-do-priceless-jewels-and-governance-have-in-common/): Let’s be honest. Governance isn’t sexy.
- [Why Boards Fail at Strategy: Governance’s Role in Strategic Execution](https://sirdarbasecamp.com/https-sirdarbasecamp-com-why-boards-fail-at-strategy-governances-role-in-strategic-execution/): Many organisations falter, not because they lack a coherent strategy, but because they fail at its execution. The irony is striking: The board – the custodian of long-term value creation in an organisation – will spend significant time on strategic discussions, but few ensure that there is a governance framework to support the delivery of those plans.
- [From Nomination to Appointment: How to Build Transparency and Trust](https://sirdarbasecamp.com/https-sirdarbasecamp-com-from-nomination-to-appointment-how-to-build-transparency-and-trust/): The right NED brings external perspective, governance experience, and strategic oversight. Yet, unlike listed companies – where well-defined and regulated processes for board appointments have become the norm – private entities often lack consistent practices. This absence of clarity and transparency can undermine trust at the very moment when it is most needed.
- [From Paper Packs to Portals: The Essential Shift for High-Performing Boards](https://sirdarbasecamp.com/https-sirdarbasecamp-com-from-paper-packs-to-portals-the-essential-shift-for-high-performing-boards/): A digital board portal is no longer a convenience – it is essential IT infrastructure. Here are five reasons why:
- [Stop Playing It Safe: Setting Objectives that Actually Move the Needle](https://sirdarbasecamp.com/stop-playing-it-safe-setting-objectives-that-actually-move-the-needle/): But what if you approached your objectives with the same sharpness, honesty, and independent critical thinking that a master strategist like Sun Tzu would advocate? His principles are brutal, practical, and designed to cut through the fluff – and their true power isn’t in specific battlefield victories, but in the wisdom to navigate chaos, uncertain terrain, and the fog of war in your own business landscape.
- [Networking as the Boardroom Game-Changer](https://sirdarbasecamp.com/networking-as-the-boardroom-game-changer/): At this point, networking goes from being beneficial to necessary.
- [This is a test Deep Dive Case Study in the Knowledge Hub](https://sirdarbasecamp.com/this-is-a-test-deep-dive-case-study-in-the-knowledge-hub/): This content should not be seen by public - only by Basecamp members of all tiers.
- [This is a test Curated News Post in the Knowledge Hub](https://sirdarbasecamp.com/this-is-a-test-curated-news-post-in-the-knowledge-hub/): This content should not be seen by public - only by Basecamp members of all tiers.
- [This is a test Exclusive Article in the Knowledge Hub](https://sirdarbasecamp.com/this-is-a-test-exclusive-article-in-the-knowledge-hub/): This content should not be seen by public - only by Basecamp members of all tiers.
- [This is a test post in the Knowledge Hub – Governance Essentials](https://sirdarbasecamp.com/this-is-a-test-post-in-the-knowledge-hub/): This content should not be seen by public - only by Basecamp members of all tiers.
- [The Untold Value of a Competent Board Secretary](https://sirdarbasecamp.com/the-untold-value-of-a-competent-board-secretary/): In my experience as a chairperson, a competent board secretary is absolutely invaluable, but surprisingly difficult to find – even with support of the myriad of AI tools available.
- [Best Practice for Powerful Board Inductions](https://sirdarbasecamp.com/best-practice-for-powerful-board-inductions/): “Tomorrow belongs to the people who prepare for it today.” This African proverb, cited by Terrance M. Booysen of CGF Research, speaks directly to the importance of a well-constructed board induction. Too often treated as a compliance tick-box, a well-designed induction is a key component of effective governance.
- [The Fallacy of the Original Mistake: Why Entrepreneurs Keep Repeating the Same Errors – and How to Break Free](https://sirdarbasecamp.com/the-fallacy-of-the-original-mistake-why-entrepreneurs-keep-repeating-the-same-errors-and-how-to-break-free/): That insight perfectly encapsulates the “Fallacy of the Original Mistake” – a pattern I see so many entrepreneurs and business owners fall into without even realising it. It’s the trap of thinking that the way things worked from the start must hold true forever. But history, markets, competitors – they all evolve. And when you believe that you must stick to the original plan no matter what, you subtly set yourself up for reduced growth, missed opportunities, and increased risk.
- [Why Women CEOs Leave Sooner – And How Boards Can Change the Story](https://sirdarbasecamp.com/why-women-ceos-leave-sooner-and-how-boards-can-change-the-story/): A recent Russell Reynolds study revealed that since 2018, women CEOs have served an average of 5.2 years, while men remain in the role for 7.9 years. Within Fortune 500 companies, women average 4.5 years, while men stick around for over 7. Interestingly, nearly one-third of women CEOs are dismissed within three years – compared to about a quarter of men.
- [Board Evaluation Pitfalls](https://sirdarbasecamp.com/board-evaluation-pitfalls/): The most obvious board evaluation pitfall is not getting one done – as is often the case with privately-held and family businesses. For large corporates and listed companies, there are generally more non-executive directors (NEDs) on their boards and they are more likely to have run an annual board evaluation process. However, according to the 2024 SpencerStuart report, only 44% of the top 50 listed companies on the Johannesburg Stock Exchange (JSE) conducted an external board evaluation, versus 55% in 2023. An annual evaluation of the board, committees, and individual directors is mandatory for listed companies under the King IV guidelines, but can be run as an internal process. (I’ll discuss why this approach is problematic in a moment.)
- [To Pay or not to Pay: Board Remuneration Considerations for NGOs](https://sirdarbasecamp.com/board-remuneration-considerations-for-ngos/): Serving on a Non-Governmental Organisation (NGO) board whether in Cape Town or Kampala is often a labour of love. But love alone doesn’t build strategy, drive governance, or deliver oversight. Around the world – and especially across Africa – NGOs are rethinking how they support and reward board service, while staying true to their mission-first mindset.
- [Eight Foundational Essentials of High-Performing Boards](https://sirdarbasecamp.com/eight-foundational-essentials-of-high-performing-boards/): So, if you are going to head down this path, how do you set it up for success? How can a well-structured board not only support but elevate your business to new heights? How do you balance accountability, strategic oversight and governance?
- [Governance Simplified: The Council of Elders and the Art of Leadership](https://sirdarbasecamp.com/governance-simplified-the-council-of-elders-and-the-art-of-leadership/): In many African cultures, when a problem arises in a village, the elders gather under the baobab tree, where wisdom is shared, perspectives are considered, and solutions are forged. This age-old tradition is not just a cultural practice; it is governance in its most organic form. 
- [The Merchant of Chaos vs The Trailblazer: A Four-Part Balancing Act](https://sirdarbasecamp.com/the-merchant-of-chaos-vs-the-trailblazer-a-four-part-balancing-act/): The true identity lies not so much in the actions and outcomes, but rather in what condition things are left in and their readiness for the next time!
- [Eight Keys of a Comprehensive CEO Report](https://sirdarbasecamp.com/eight-keys-of-a-comprehensive-ceo-report/): Commonly known as the “CEO Report” or “Management Report”, it is a report prepared by the CEO (Chief Executive Officer) or MD (Managing Director) for presentation in a meeting of the board of directors. It is critical that this report is complete, factual and ‘pulls no punches’, for two main reasons: Firstly, it is designed to provide a high-level update on the challenges and opportunities that the business is experiencing from an operational perspective, and secondly, it is the non-executive directors’ main source of information about what is really going on in the company. 
- [Camaraderie in the Boardroom: When Familiarity Breeds Contempt](https://sirdarbasecamp.com/camaraderie-in-the-boardroom-when-familiarity-breeds-contempt/): The boardroom is often seen as a bastion of power, strategy, and high-stakes decision-making. The business leaders who occupy these seats wield influence over an organisation’s direction, ensuring its stability and profitability. Yet, despite the perceived formality, human nature remains at play, and relationships within the boardroom can be as complex as they are critical. One of the most paradoxical challenges in this setting is balancing camaraderie with the risk of growing tensions, particularly when familiarity begins to breed contempt.
- [A Fresh Perspective on Governance](https://sirdarbasecamp.com/a-fresh-perspective-on-governance/): If I said “Governance and board oversight failure” – you’d most likely say “Steinhoff, VBS Mutual Bank, the Nigerian oil and gas sector, Volkswagen” (to pick just a few). 
- [The Value of Mentorship for Entrepreneurs](https://sirdarbasecamp.com/the-value-of-mentorship-for-entrepreneurs/): Being an entrepreneur is exhilarating.  It allows you the freedom to bring your idea to life. You can keep your own office hours. You can work from anywhere. That’s the dream. 
- [What I have learnt as a mentor](https://sirdarbasecamp.com/what-i-have-learnt-as-a-mentor/): Mentoring entrepreneurs is such a privilege and an honour. Most of my mentees have achieved way more financial success than I have in the businesses that I have built, but rarely have I wanted to be in their shoes. It is difficult enough wearing my own! 
- [Sirdar Basecamp: The Safety Net Every Director Needs](https://sirdarbasecamp.com/sirdar-basecamp-the-safety-net-every-director-needs/): This is the power of belonging to Sirdar Basecamp – launching in 2025.
- [My greatest learnings this year](https://sirdarbasecamp.com/my-greatest-learnings-this-year-2/): Wow, what a year 2024 has been! In 2024, elections have taken place in over 60 countries, involving approximately 2 billion voters, which represents approximately a quarter of the global population. No wonder we are all feeling exhausted and at least a little unsettled.
- [My Greatest Learnings This Year](https://sirdarbasecamp.com/my-greatest-learnings-this-year/): As we transition into 2025, it’s essential to pause and reflect on the experiences that have shaped us during 2024. This year, my journey has been driven by significant learnings that intertwine four values (transparency, integrity, accountability and respect) with an African perspective. These values have helped guide my personal and professional growth. They are not mere words; they have become an ethos that harmonises beautifully with the rich tapestry of Kenyan and broader African values.
- [When was the last time?](https://sirdarbasecamp.com/when-was-the-last-time/): A recent set of road trips afforded me an opportunity to catch up on one of my favourite podcasts, Revisionist History by Malcolm Gladwell. In this most recent season, his latest book Revenge of the Tipping Point is featured and he uses the opportunity to revisit some of his early work from 25 years ago. I strongly recommend you check it out!
- [Growing a Family Business Beyond Generation One: Engaging the Next Generation](https://sirdarbasecamp.com/growing-a-family-business-beyond-generation-one-engaging-the-next-generation/): As family businesses continue to play a crucial role in the global economy, the challenge of ensuring sustainability through generational transitions looms large. It is important to reflect on strategies that can help family enterprises thrive for generations to come. Engaging the next generation is not merely a matter of handing over the reins; it requires a foundational commitment to the acronym of “Sirdar”: Sustainability, Innovation, Resilience, Diversity, Accountability, and Relationships.
- [Five Mistakes Entrepreneurs Make](https://sirdarbasecamp.com/five-mistakes-entrepreneurs-make/): When picking the right team for an Enterprise, there are three main aspects that need to be considered and the most common mistake that entrepreneurs make is that they only consider two of them, at best, and end up with a performance management headache and ineffective delivery.
- [Legislative Compliance in East Africa: Navigating a Dynamic Regulatory Landscape](https://sirdarbasecamp.com/legislative-compliance-in-east-africa-navigating-a-dynamic-regulatory-landscape/): As East Africa continues to evolve as a key business hub, legislative compliance remains essential for business success. By staying informed and adopting robust compliance frameworks, businesses can mitigate risks, protect their reputation, and position themselves for long-term growth in this dynamic region.
- [Using Board Platforms: A No-Brainer](https://sirdarbasecamp.com/using-board-platforms-a-no-brainer/): Not all board platforms offer all of these benefits, so be sure to use this as a checklist when choosing the right one for you.
- [Managing the CEO vs Chairman vs Director Relationship](https://sirdarbasecamp.com/managing-the-ceo-vs-chairman-vs-director-relationship/): Managing these three relationships well rests on one underlying discipline: keeping the role boundaries clear, especially where the CEO is also the founder. Sirdar's view on founder-led governance and role clarity shows where these boundaries are most often blurred, and how to restore them without losing the founder's instinct.
- [“Esse quam videri” – To be, rather than to seem](https://sirdarbasecamp.com/esse-quam-videri-to-be-rather-than-to-seem/): Like many, apologies if that assumption makes you uncomfortable. I suspect that the observance of a Global Ethics Day comes across as little more than a performative gesture – a way for organisations to pat themselves on the back while continuing practices that contradict the very ethical principles they claim to uphold. This cynicism is not without merit; the reality is that ethics, in practice, is often dictated by convenience rather than conviction.
- [Essential Insights for Aspiring NEDs: The Importance of Due Diligence](https://sirdarbasecamp.com/essential-insights-for-aspiring-neds-the-importance-of-due-diligence/): Becoming a non-executive director (NED) often feels like the pinnacle of a professional career....and the anticipation as one starts positioning oneself through focused personal branding, intelligent networking and relevant director training can be quite heady. 
- [Navigating Uncertainty: Purpose-Driven Leadership for a Resilient Future](https://sirdarbasecamp.com/navigating-uncertainty-purpose-driven-leadership-for-a-resilient-future/): As a business leader, you're likely asking critical questions as you prepare for the future: What’s my business’s purpose? What strategies will truly drive us forward? How do I ensure my business model is not only profitable but also resilient in the long term?
- [Navigating Succession in Family Businesses in Africa: Embedding Sirdar Governance Principles](https://sirdarbasecamp.com/navigating-succession-in-family-businesses-in-africa-embedding-sirdar-governance-principles/): Family businesses form a vital part of Africa's economy, driving employment, innovation, and community development. Yet, one of their greatest challenges is succession planning — ensuring leadership continuity from one generation to the next. Effective succession is not just about maintaining operations; it's about preserving the family legacy and contributing to Africa's socio-economic fabric. By embedding Sirdar’s governance principles, such businesses can navigate the complexities of succession with clarity and purpose.
- [Lessons in Board Culture from a Building Fire, a Traffic Intersection, and a 20-Minute Drive Home](https://sirdarbasecamp.com/lessons-in-board-culture-from-a-building-fire-a-traffic-intersection-and-a-20-minute-drive-home/): Culture is a slippery concept, defined in countless ways, yet the definition that resonates with me is simple: “the way in which we do things around here”—especially when the leaders are away. When it comes to culture, it’s all about the behaviour you can see (or not see). Just last week, I found myself in a situation that screamed volumes about our societal culture and the governance (or lack thereof) that often underscores it.
- [Maximising Boardroom Impact: The Art of Timely Interventions and Diverse Perspectives](https://sirdarbasecamp.com/maximising-boardroom-impact-the-art-of-timely-interventions-and-diverse-perspectives/): As one experienced boardroom player explained, “We have eight meetings a year. You probably get the opportunity for one, or, if you’re really lucky, perhaps two questions per board meeting. That’s around 10 questions annually, so you need to make sure you think about what constitutes a material intervention.” 
- [Five Traits of a High-Performing Company Secretary](https://sirdarbasecamp.com/five-traits-of-a-high-performing-company-secretary/): For the position to be appreciated by their colleagues, company secretaries have suggested that their role be relabelled as governance officers. Directors conflate the role of a personal assistant with that of a company secretary because taking care of meeting minutes and logistical arrangements prior to a meeting are often the most visible contribution to the meeting. This misunderstanding has resulted in the de-skilling of the role. As Sagan predicts, the decay of substantive content in any social context has negative consequences for all institutions. 
- [Robust Conversation in the Boardroom: Why It Doesn’t Always Mean the Absence of Groupthink](https://sirdarbasecamp.com/robust-conversation-in-the-boardroom-why-it-doesnt-always-mean-the-absence-of-groupthink/): In the boardroom, “robust conversation” is often seen as a sign of healthy governance and decision-making. As a Board Advisor, I have frequently heard directors and CEOs use the term "robust conversation" to describe the engagement and discussions that are part of their decision-making process. After all, it suggests open, active, and sometimes intense discussions where multiple viewpoints are expressed and debated. However, it’s a mistake to equate robust conversation with the absence of groupthink.
- [Taking the Next Step as an Entrepreneur](https://sirdarbasecamp.com/taking-the-next-step-as-an-entrepreneur/): Let’s not kid ourselves: The journey of entrepreneurship isn’t just thrilling; it’s a relentless grind filled with hurdles that require unshakeable grit and unapologetic determination. If you’re sitting there thinking about your next move, it’s time to cut through the fluff and confront the hard realities that can actually shape your path forward.
- [My Greatest Learnings as an Entrepreneur](https://sirdarbasecamp.com/my-greatest-learnings-as-an-entrepreneur/): My entrepreneurial journey has been a transformative experience, filled with both challenges and triumphs. Reflecting on my path, several key learnings stand out that have shaped my approach to business and leadership. Using the Sirdar methodology which emphasises governance, accountability, and continuous improvement, I have distilled these learnings into guiding principles that I believe are essential for any entrepreneur.
- [Wired Differently: Neurodiversity and Numbers](https://sirdarbasecamp.com/wired-differently-neurodiversity-and-numbers/): There is a lot of talk about diversity, equity and inclusion these days. The focus on visible forms of diversity – colour, race, gender, age, ethnicity, sexual orientation and physical disability – often overlooks neurodiversity though.
- [Company Leadership and Humility](https://sirdarbasecamp.com/company-leadership-and-humility/): As a corporate CEO or business owner, we are asked to make the best possible decisions with the information that is available to us. The information will never be perfect and so the decision will always require an element of intuition. In successful businesses, it is often the case that the leadership team will have a developed sense of these variables and way in which to mitigate potential risk to the organisation. Success, in the executive environment, is usually calculated in terms of increased turnover and profitability. Additionally, corporations will often incentivise executives based on achieving these agreed upon targets. 
- [The Subtle Art of Leadership Wokeness](https://sirdarbasecamp.com/the-subtle-art-of-leadership-wokeness/): The Reality: Here’s the harsh truth: Being woke doesn’t mean you’re indecisive. It means you make decisions with integrity and a broader perspective. Steve Jobs, for all his flaws, made tough decisions while maintaining a vision that changed the world. True leadership wokeness is about aligning tough choices with core values and long-term vision.
- [Corporate Social Investment at Board Level](https://sirdarbasecamp.com/corporate-social-investment-at-board-level/): At board level, though, great value can be unlocked from a profitability and social impact perspective if we think about Corporate Social Investment (CSI) much more often than for a small part of one day each year. It should be part of our overall strategy.
- [Required: Evolving Board Composition](https://sirdarbasecamp.com/required-evolving-board-composition/): Understanding the composition of a company's board goes far beyond knowing the resumés of its members or what demographic differences exist; it delves into the intricacies of how decisions are made and strategies formulated. 
- [Fundamentals of Board Meeting Success](https://sirdarbasecamp.com/fundamentals-of-board-meeting-success/): When preparing for a board meeting, one must answer two fundamental questions, namely, “What is the reason for the meeting taking place?” and “What does the board want to accomplish at the meeting?”. 
- [Director Delinquency Decimates Reputation and Value](https://sirdarbasecamp.com/director-delinquency-decimates-reputation-and-value/): Director delinquency – a term encompassing a range of unethical or illegal activities by company directors – can wreak havoc on a company's reputation and, ultimately, its value.
- [Five Ways to Boost Boardroom Dynamics](https://sirdarbasecamp.com/five-ways-to-boost-boardroom-dynamics/): Effective boardroom dynamics are crucial for the success and strategic direction of any organisation. A well-functioning board can drive innovation, ensure accountability, and provide valuable insights, while poor dynamics can lead to stagnation and conflict. 
- [The Parable of The Little Tree in The Big Forest](https://sirdarbasecamp.com/the-parable-of-the-little-tree-in-the-big-forest/): Once upon a time in a vast and ancient forest, there grew a Little Tree. This Little Tree was full of potential, dreaming of reaching the sky and providing shade and fruit to all the woodland creatures. But the path to greatness was fraught with challenges.
- [Moving from ‘Craft’ to ‘Enterprise’](https://sirdarbasecamp.com/moving-from-craft-to-enterprise/): The starting point for most of the workshops that we as Sirdar run with family-owned and privately-held businesses of all sizes, is to help them to understand the fundamental differences between a business or division that has been set-up to play the game of business as a ‘Craft’ and one set-up to play as an ‘Enterprise’.
- [The environment, stupid](https://sirdarbasecamp.com/the-environment-stupid/): From a governance perspective, the 1990s was the decade of John Elkington’s “Cannibals with Forks: The Triple Bottom Line of 21st Century Business” that invited the investment community to consider not only financial but also environmental and social factors when considering the success of a business enterprise or investment. 
- [Lost in Translation: Navigating the Labyrinth of Corporate Governance](https://sirdarbasecamp.com/lost-in-translation-navigating-the-labyrinth-of-corporate-governance/): In the intricate realm of corporate governance, TLAs (Three-Letter Acronyms) serve as indispensable tools, streamlining communication and encapsulating complex concepts into succinct abbreviations. However, for the uninitiated, navigating this landscape can feel akin to deciphering a cryptic code and have even the most seasoned executive scratching their head in bewilderment.
- [How Good Governance Supports Scalability](https://sirdarbasecamp.com/how-good-governance-supports-scalability/): Good governance is a universally applicable principle. 
- [Four Board Culture Red Flags](https://sirdarbasecamp.com/four-board-culture-red-flags/): A lack of candour caused by a poor board culture will result in less than optimal decisions and outcomes – and that should never be OK!
- [Globalise your Boardroom Skills](https://sirdarbasecamp.com/globalise-your-boardroom-skills/): As the media attention starts to shift to France for the Summer Olympic Games in Paris, I am reminded of Casablanca, a well-known Hollywood film. Toward the end of the film, the male protagonist reminds his lover, as she departs to start a new life, that they will always have the memory of their time together in Paris. These words have become iconic and representative of the notion that you are enriched through the experience of a process and your memory of it. 
- [No Unbearable Lightness of Being a Director](https://sirdarbasecamp.com/no-unbearable-lightness-of-being-a-director/): The director of a company needs to carefully consider this definition. A company director has a legal responsibility to act in the best interests of the company that has appointed him or her. This is what a “fiduciary duty” to the company means. The acceptance to serve as a director creates an enforceable legal obligation on the director to put the interests of the company ahead of all others when making decisions as to the operations of that company.
- [The Brutal Truth: Your Intellectual Property and Brand Assets Are Being Ignored](https://sirdarbasecamp.com/the-brutal-truth-your-intellectual-property-and-brand-assets-are-being-ignored/): In a recent board meeting, amidst discussions about assets and liabilities, a startling realisation emerged: Typical responses like "our people," "our financial resources," and "our customers" were thrown around, but two critical assets were shockingly overlooked – our intellectual property (IP) and our brand.
- [A Strategic Blueprint for Strengthening Governance in Family Businesses in Africa](https://sirdarbasecamp.com/a-strategic-blueprint-for-strengthening-governance-in-family-businesses-in-africa/): Family-owned enterprises are not only the backbone of Africa's economy, contributing significantly to both GDP and employment, but they also uphold and transmit cultural and social values. In Kenya alone, family businesses account for 60% of GDP and more than 80% of private sector employment. 
- [Decision-Making in the Visionary Boardroom](https://sirdarbasecamp.com/decision-making-in-the-visionary-boardroom/): In my experience in dealing with boards, very few decisions are actually made. All too often the focus is on the minutes, matters arising and the operational reports such as the MD report, and financials.
- [Busting Three Myths about Women on Boards](https://sirdarbasecamp.com/busting-three-myths-about-women-on-boards/): In the realm of corporate governance, the topic of gender diversity on boards of directors continues to stir debate and garner attention. It is something that we as Sirdar are actively engaged in and passionate about supporting – what we define as “diversity of thought” in the boardroom. 
- [Through the Looking Glass](https://sirdarbasecamp.com/through-the-looking-glass/): Last week Markus Jooste, the public mastermind of the Steinhoff corporate scandal, took his own life. This news was largely reported with a combination of preachy comeuppance and finger wagging. There was no empathy. 
- [Boardroom Platforms: Old-School Security Packed into New Technology](https://sirdarbasecamp.com/boardroom-platforms-old-school-security-packed-into-new-technology/): Through a great partnership, our business engages with several interns and tech savvy young people at the start of their careers. Engaging with them on a wide range of topics is often a source of inspiration and self-reflection. I was explaining how, when I started my career, I was the company secretary for a listed firm and one of my tasks was to keep the minute book up to date. This involved gluing the printed and signed minutes of the past meeting into a large book. “Dude – you killed so many trees!” and “But what if the book got lost?” or “Did you ever spill coffee on it?”. Embarrassingly, I can attest to all three. 
- [Avoiding Group Think as a Board](https://sirdarbasecamp.com/avoiding-group-think-as-a-board/): Group think causes boards to miss opportunities and make avoidable mistakes. This is so because the fewer differing perspectives that are applied to a challenge, the fewer options will be seen, heard, felt or deducted from the data.
- [Female Leaders Making Inroads in East Africa](https://sirdarbasecamp.com/female-leaders-making-inroads-in-east-africa/): Inclusion is crucial in all sectors of society for several reasons, underpinning both moral imperatives and strategic advantages. In line with the International Women’s Day theme of ‘Invest in Women: Accelerate Progress’, it is apt to note that East Africa has witnessed a large increase in the visibility and influence of female leaders across various sectors, including politics, business, and civil society in recent years. This trend is a positive sign of progress being made towards gender equality in leadership roles and entrepreneurship.
- [Leading Practice in Running Your Board](https://sirdarbasecamp.com/leading-practice-in-running-your-board/): A chairperson must remember that their ultimate role is to facilitate robust discussion at a board meeting. 
- [Ten Key Opportunities Awaiting Businesses in East Africa](https://sirdarbasecamp.com/ten-key-opportunities-awaiting-businesses-in-east-africa/): East Africa, with its diverse cultures, rapidly growing population, and increasingly stable political landscapes, offers a myriad of opportunities for businesses looking to expand or start new ventures.
- [Six Key Qualities Required of an Astute Chairperson](https://sirdarbasecamp.com/six-key-qualities-required-of-an-astute-chairperson/): Before going into the details of the specific traits of a great chairperson, it is important to understand what the role of a chairperson is and isn't. 
- [The Too-Much-Time Trap](https://sirdarbasecamp.com/the-too-much-time-trap/): Last week Sunday, I was reading the news and saw that the petrol price would increase substantially on the Tuesday night at midnight as it does in South Africa. I thought that I must make use of the opportunity to save myself a bit of money by going to fill up the next day, but other things took priority so I didn’t get round to it. On Tuesday morning on my way to work, my fuel light came on. I didn’t have time to go past the petrol station so decided to go during lunch time. I got into the swing of things in the office and was asked to attend a three-hour meeting which had plenty action items coming out of it, and meant that I left the office only at 18h00. Of course, by this time, the petrol station had multiple queues of people in the same boat (car) as me. Some 15 minutes later – time that could have been spent on something much more productive – I was on my way home again, but traffic was a nightmare so a trip that would have taken 15 minutes, took 40 minutes. That’s a lot of wasted time!*
- [An Unconventional View of Mentorship](https://sirdarbasecamp.com/an-unconventional-view-of-mentorship/): Storytelling as a way of passing down learnings from one generation to the next is an ancient form of mentorship. While this still takes place in certain environments, formal mentorship programmes are often sought out to build the talent pipeline when individuals are earmarked for big things in corporate life.
- [Business Books for the Festive Break](https://sirdarbasecamp.com/business-books-for-the-festive-break/): As we are winding down for the year-end break, I suggest using the time to read books such as the following to prepare yourself for 2024 and beyond: 
- [Independent Directors: A necessity or a regulatory tick-box?](https://sirdarbasecamp.com/independent-directors-a-necessity-or-a-regulatory-tick-box/): In this era of increased focus on diversity on boards, it is important to view having independent directors as a necessity rather than a box to tick.
- [Strategy Conception vs. Execution: Gaining True Competitive Advantage](https://sirdarbasecamp.com/strategy-conception-vs-execution/): The concept of “business strategy” has different meanings for businesses of different sizes.
- [ESG and Sustainability in 2024 for 2025](https://sirdarbasecamp.com/esg-and-sustainability-in-2024-for-2025/): If there is one major risk on a list that will continue to occupy the minds of directors and senior management in organisations on a global basis for 2024, it has to the likelihood and impact of sustainability (including the challenges of possible or actual climate change) and related Environmental, Social and Governance (ESG) concerns among a wide range of stakeholders. 
- [Foundations of Professionalising Your Business](https://sirdarbasecamp.com/foundations-of-professionalising-your-business/): As an entrepreneur who has decided to leave a lasting legacy by professionalising your business so that it can outlive you, you may be wondering where to start.

## Pages
- [Board Effectiveness Workshop](https://sirdarbasecamp.com/board-effectiveness-workshop/): This workshop provides an introduction to the role of a director on a board and the practical requirements for maximising a board’s contribution.
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- [Board Performance Diagnostic (Full)](https://sirdarbasecamp.com/board-performance-diagnostic-full/): Please note that there are FIVE pages to this Diagnostic.
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- [Diagnostic Invite](https://sirdarbasecamp.com/diagnostic-invite/): Please note that there are Sixty Five questions to this Diagnostic.Fill in the Form Below to Invite your Team
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- [Lite Governance Diagnostic](https://sirdarbasecamp.com/lite-governance-diagnostic/): Please note that there are FIVE pages to this Diagnostic.
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## 
- [Shareholder Video](https://sirdarbasecamp.com/?p=29928): https://vimeo.com/734648336/8736d0f1b0?share=copy

## Forums
- [Roundtables Forum](https://sirdarbasecamp.com/groups/roundtables/forum/roundtables-forum/)
- [Basecamp Members](https://sirdarbasecamp.com/groups/basecamp/forum/basecamp-members/)

## Memberships
- [L00 ADP Membership – March 2026](https://sirdarbasecamp.com/register/l00-adp-membership-march-2026/): ADP (Base Membership) — $00/month Build your governance foundations with curated insights and community support. Access to the ADP Course, ADP Forums and Course Member forums & community discussions
- [L00 ADP Membership – Feb 2026](https://sirdarbasecamp.com/register/l00-adp-membership-feb-2026/): ADP (Base Membership) — $00/month Build your governance foundations with curated insights and community support. Access to the ADP Course, ADP Forums and Course Member forums & community discussions
- [L00 ADP Membership](https://sirdarbasecamp.com/register/l00-adp-membership/): ADP (Base Membership) — $00/month Build your governance foundations with curated insights and community support. Access to the ADP Course, ADP Forums and Course Member forums & community discussions
- [L05 Summit Partner – Premium](https://sirdarbasecamp.com/register/summit-partner-premium/): Summit Partner (Premium) — $1,499/month Become one of only 20 elite partner organisations. Everything in High Camp Quarterly bespoke workshops tailored to your board 12 hours/year of direct advisory (priority access within 24 hours) Dedicated account manager Designed for organisations with boards and executive teams
- [L04 High Camp – Advanced](https://sirdarbasecamp.com/register/high-camp-advanced/): High Camp (Advanced) — $799/month Unlock advanced board performance tools for your entire team. Everything in Summit Team Exclusive workshops & webinars with thought leaders Board Performance Diagnostic (benchmarking report) Annual governance roadmap workshop with Sirdar specialists Ideal for boards & leadership teams (multi-user)
- [L03 Summit Team – Professional](https://sirdarbasecamp.com/register/summit-team-professional/): Summit Team (Professional) — $299/month Apply governance practice at board level and connect with peers. Everything in Trailhead Full document & template library Member directory & networking platform Quarterly peer exchange roundtables Governance job board & opportunities
- [L02 Trailhead – Growth](https://sirdarbasecamp.com/register/trailhead-growth/): Trailhead (Growth) — $99/month Gain credibility through structured, CPD-accredited learning. Everything in Basecamp Online courses with certificates Quarterly “Ask the Expert” live webinar Lite Governance Diagnostic (self-assessment)
- [L01 Basecamp – Foundation](https://sirdarbasecamp.com/register/basecamp-foundation/): Basecamp (Foundation) — $29/month Build your governance foundations with curated insights and community support. Access to the Knowledge Hub (exclusive articles, case studies, curated news) Member forums & community discussions Monthly “Governance Essentials” insight note

## 

## Courses
- [Discover Your Governance Starting Point](https://sirdarbasecamp.com/courses/basecamp-governance-course/): This course guides members through the Basecamp governance journey and includes quizzes to personalize their learning path

## Modules
- [Basecamp Welcome](https://sirdarbasecamp.com/courses/basecamp-governance-course/lessons/basecamp-welcome/)
- [Module](https://sirdarbasecamp.com/lessons/module/)
- [Module 06 – Stakeholder Engagement](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/)
- [Module 11 – Overview and Reflection](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course/lessons/module-11-overview-and-reflection/)
- [Module 10 – Evaluation and Improvement](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/)
- [Module 09 – Financial Results](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/)
- [Module 08 – Risk Management and Compliance](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/)
- [Module 07 – Shareholder Returns](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/)
- [Module 05 – Effective Leadership](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/)
- [Module 04 – Organisational Culture](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/)
- [Module 03 – Strategy and Direction](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course/lessons/module-03-strategy-and-direction/)
- [Module 02 -The Board Team](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course/lessons/module-02-the-board-team/)
- [Module 01 – Foundations](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course/lessons/module-01-foundations/): See the Materials Tab to directly download this Modules Notes and Slides. Alternatively see them embedded in the below Lesson Content Topics.
- [Onboarding | Introduction](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course/lessons/onboarding-introduction/): Please complete all the Lesson Content Topics below:

## Topics
- [Module 10 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/module-10-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [10-7 Programme Closure [8:25min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-7-programme-closure-825min/): After ten months in the making, we reach the end of the programme. A brief close out and acknowledgement of all your hard work and high-performance as a director.
- [10-6 Acts and Codes: Evaluation and Improvement [11:00min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-6-acts-and-codes-evaluation-and-improvement-1100min/): The King IV perspective on board evaluations.
- [10-5 The Broader Context on Board Evaluation [12:47min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-5-the-broader-context-on-board-evaluation-1247min/): Two other perspectives on board evaluation - director induction and succession planning.
- [10-4 Expedition Update Part 2 [25:08min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-4-expedition-update-part-2-2508min/): Expansion on the Expedition Updates and provides guidelines on its development and use.
- [10-3 Expedition Update Part 1 [19:12min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-3-expedition-update-part-1-1912min/): Introduction to the concept of the Expedition Update and why it is such a critical tool for a board.
- [10-2 A Culture of Continuous Improvement [17:51min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-2-a-culture-of-continuous-improvement-1751min/): Guidelines on assessing and activating a culture of organisational learning and improvement.
- [10-1 Module 10 Overview [1:46min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/10-1-module-10-overview-146min/): Introduction to module ten and what you can expect from this cycle.
- [Module Ten Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/module-ten-slides/): Presentation used in the session.
- [Module Ten Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-10-evaluation-and-improvement/topics/module-ten-notes/): Module Ten NotesDownload
- [9-5 Directors and Money: Making Money [9:44min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-5-directors-and-money-making-money-944min/): The business model as a mechanism for directors to drive how the company makes money.
- [Module 9 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/module-9-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [Board Evaluation](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/board-evaluation/): This assignment requires that, in preparation for your last board meeting of the simulation and board evaluation discussion, you complete the following two forms to provide input. Please be as detailed in your feedback as possible - this will provide you with a richness in learning going forward. Refer to the board papers for timing requirements for completion.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/board-meeting-self-assessment-7/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [9-8 Acts and Codes: Financial Results [13:48min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-8-acts-and-codes-financial-results-1348min/): Perspectives from the Companies Act and King IV on financial performance.
- [9-7 Directors and Money: Assuring Money [16:37min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-7-directors-and-money-assuring-money-1637min/): Audits, controls and assurance as mechanisms for directors to assure how the company makes money.
- [9-6 Directors and Money: Watching Money [11:27min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-6-directors-and-money-watching-money-1127min/): Recap on solvency and liquidity as a mechanism for directors to monitor how the company makes money.
- [9-4 Return on Profit Reinvestment [7:34min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-4-return-on-profit-reinvestment-734min/): Food for thought on a directors' perspective on profit, how it gets reinvested and the measures to track its performance.
- [9-3 The Financial Model [17:08min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-3-the-financial-model-1708min/): A challenge to directors to look behind the numbers and seek to uplift the financial architecture that drives those results.
- [9-2 Directors and Financial Knowledge [17:30min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-2-directors-and-financial-knowledge-1730min/): The challenges that private company directors have - you have got to know your numbers and create value with them.
- [9-1 Module 9 Overview [2:46min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/9-1-module-9-overview-246min/): Introduction to module nine and what you can expect from this cycle.
- [Module Nine Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/module-nine-slides/): Presentation used in the session.
- [Module Nine Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-09-financial-results/topics/module-nine-notes/): Module Nine NotesDownload
- [Module 8 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/module-8-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/board-meeting-self-assessment-6/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [Risk Matrix Template](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/risk-matrix-template/): This risk matrix template provides a comprehensive list of risks and a clear approach to quantifying risk.
- [8-7 Acts and Codes: Risk Management and Compliance [12:52min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-7-acts-and-codes-risk-management-and-compliance-1252min/): The Companies Act and King IV perspectives on risk and compliance.
- [8-6 Risk Perspectives and Tools [13:11min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-6-risk-perspectives-and-tools-1311min/): Ways of thinking productively about risk and the tools available.
- [8-5 Addicted to Risk (TED) [19:49min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-5-addicted-to-risk-ted-1949min/): Naomi Klein, journalist and activist, explores society's addiction to making reckless gambles. 
- [8-4 Policies – a Lego® Story [18:29min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-4-policies-a-lego-story-1829min/): Outline pf how critical policies are for a board and the line of sight that should be created between the policy and how it is implemented.
- [8-3 The Sirdar Legal Compass [17:29min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-3-the-sirdar-legal-compass-1729min/):  Insight into the eight dimensions of legal consideration as a director.
- [8-2 Risk Management (TED) [12:52min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-2-risk-management-ted-1252min/): Will Gadd, a world famous extreme athlete, shares his perspective on risk.
- [8-1 Module 8 Overview [2:25min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/8-1-module-8-overview-225min/): Introduction to module eight and what you can expect from this cycle.
- [Module Eight Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/module-eight-slides/): Presentation used in the session.
- [Module Eight Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-08-risk-management-and-compliance/topics/module-eight-notes/): Module Eight NotesDownload
- [Module 7 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/module-7-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/board-meeting-self-assessment-5/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [7-7 Acts and Codes: Shareholder Returns [16:20min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-7-acts-and-codes-shareholder-returns-1620min/): An acts and codes perspective on shareholder returns.
- [7-6 Equity, Ecology and Economy [15:13min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-6-equity-ecology-and-economy-1513min/): Insight into the new approaches to shareholder and value reporting - integrated reporting.
- [7-5 Valuing the Investment [16:14min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-5-valuing-the-investment-1614min/): In another series by Aswath Damodaran, he introduces valuation of companies. The entire playlist on valuation, including private companies, is highly recommended.
- [7-4 Dividend Policy [17:38min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-4-dividend-policy-1738min/): Aswath Damodaran, a leading expert on corporate finance, provides key guidelines on when to pay out dividends as part of your dividend policy. Watching all videos on dividend policy in the playlist is highly recommended.
- [7-3 Statement of Intent [16:55min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-3-statement-of-intent-1655min/): Introduction to the 'statement of intent' - a powerful tool to agree shareholder expectations.
- [7-2 The Shareholder Hat Revisited [10:10min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-2-the-shareholder-hat-revisited-1010min/): Recap on the focus and role of the shareholder hat.
- [7-1 Module 7 Overview [5:20min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/7-1-module-7-overview-520min/): Introduction to module seven and what you can expect from this cycle.
- [Module Seven Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-07-shareholder-returns/topics/module-seven-slides/): Presentation used in the session.
- [Module 6 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/module-6-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/board-meeting-self-assessment-4/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [6-7 Acts and Codes: Stakeholder Engagement [14:14min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-7-acts-and-codes-stakeholder-engagement-1414min/): A stakeholder perspective on the Companies Act and King IV.
- [6-6 The Business Case for Stakeholder Engagement [13:56min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-6-the-business-case-for-stakeholder-engagement-1356min/):  Stakeholder engagement has real economic value.
- [6-5 What It Takes to Be a Great Leader [9:18min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-5-what-it-takes-to-be-a-great-leader-918min/): TED Talk by Roselinde Torres on the stakeholder aspect of great leadership.
- [6-4 The Business Logic for Sustainability [15:54min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-4-the-business-logic-for-sustainability-1554min/): TED Talk  by Ray Anderson on the real value of a sustainable approach to company growth.
- [6-3 The Future Value of Stakeholders [9:24min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-3-the-future-value-of-stakeholders-924min/): Importance of the future stakeholders of the company and why boards should focus on them.
- [6-2 Stakeholder Governance [19:41min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-2-stakeholder-governance-1941min/): Guidance on understanding the significance of stakeholders and maximising their value.
- [6-1 Module 6 Overview [1:42min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/6-1-module-6-overview-142min/): Introduction to module six and what you can expect from this cycle.
- [Module Six Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/module-six-slides/): Presentation used in the session.
- [Module Six Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-06-stakeholder-engagement/topics/module-six-notes/): Module Six NotesDownload
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/board-meeting-self-assessment-3/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [Chief Executive Position Description](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/chief-executive-position-description/): A guide to the role and responsibilities of the chief executive.
- [Chairman Position Description](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/chairman-position-description/): A guide to the role and responsibilities of the chairman.
- [5-8 Acts and Codes: Effective Leadership [15:35min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-8-acts-and-codes-effective-leadership-1535min/): A leadership perspective on the Companies Act and King IV.
- [5-7 Introduction to Board Committees [14:46min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-7-introduction-to-board-committees-1446min/): The function of board committees and introduces a few types you may encounter.
- [5-6 The Rarest Commodity is Leadership without Ego [12:50min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-6-the-rarest-commodity-is-leadership-without-ego-1250min/): Bob Davids at TEDxESCP shares an inspiring talk on leadership without ego.
- [5-5 The Personality of the Board [11:42min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-5-the-personality-of-the-board-1142min/): An interesting perspective on the natural energy and personality of the board through insights on the Contribution Compass.
- [5-4 The Chairman-Chief Executive Dynamic [6:48min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-4-the-chairman-chief-executive-dynamic-648min/): Insight into the ideal relationship between chairman and chief executive and why this is important.
- [5-3 An Effective Leadership Framework [17:28min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-3-an-effective-leadership-framework-1728min/): Guidance on thinking about the future leaders of the company and the framework that best drives a high-performance company.
- [5-2 Performance Enhancing the Chief Executive [13:05min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-2-performance-enhancing-the-chief-executive-1305min/): Guidance on this critical aspect of a high-performance board.
- [5-1 Module 5 Overview [1:44min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/5-1-module-5-overview-144min/): Introduction to module five and what you can expect from this cycle.
- [Module Five Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/module-five-slides/): Presentation used in the session.
- [Module Five Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-05-effective-leadership/topics/module-five-notes/): Notes provided for your file from Module 5.
- [Module 4 Audio Versions of Videos](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/module-4-audio-versions-of-videos/): A Box.net link to download the audio versions of all videos. Useful for transit time to maximise learning opportunities.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/board-meeting-self-assessment-2/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [LinkedIn Profile Review](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/linkedin-profile-review/): In this exercise, we ask that you review your LinkedIn profile and update it to reflect your true value and professional image as a director. Use the worksheet provided by VirtualEdge to do so. Include a link to your profile and reflect on what you have learnt through the process.
- [LinkedIn Worksheet](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/linkedin-worksheet/): A useful worksheet for improving your LinkedIn profile, provided by Virtual Edge. 
- [4-7 Acts and Codes: Organisational Culture [20:29min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-7-acts-and-codes-organisational-culture-2029min/): A powerful perspective on organisational culture from legal and code perspectives.
- [4-6 LinkedIn and Your Director Identity [12:12min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-6-linkedin-and-your-director-identity-1212min/): Matt Clark, founder of Virtual Edge, shares invaluable guidance on maximising LinkedIn for your director identity.
- [4-5 The Myths of Culture [21:12min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-5-the-myths-of-culture-2112min/): In this podcast, Safiyyah Boolay-Jappie of New Habits, shares powerful insights and company biases from her experiences in working with culture.
- [4-4 Living the Values [23:15min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-4-living-the-values-2315min/): A few guiding principles on how a company should bring its values to life and the role the board should play in that journey.
- [4-3 Tuning the Tone at the Top [16:38min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-3-tuning-the-tone-at-the-top-1638min/):  The metaphor of an orchestra to elaborate on the role of leaders in ethics.
- [4-2 An Elephant in the Room [14:42min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-2-an-elephant-in-the-room-1442min/): In this podcast for the ADP, Carl Bates shares his insights on dealing with the 'elephant in the room' and the related conflict.
- [4-1 Module 4 Overview [2:15min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/4-1-module-4-overview-215min/): Introduction to module four and what you can expect from this cycle.
- [Module Four Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/module-four-slides/): Presentation used in the session.
- [Module Four Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-04-organisational-culture/topics/module-four-notes/): Notes provided for your file from Module 4.
- [Board Meeting Self-Assessment](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/board-meeting-self-assessment/): This assignment provides the opportunity to reflect on your contribution and performance as a director on your simulated board and on the performance of your board as a whole. Below you will find key reflection questions. Copy these questions into your submission and provide your responses. Alternatively, feel free to submit a Word document instead if that option is more suitable. 
- [Board Member Assessment](https://sirdarbasecamp.com/topics/board-member-assessment/): This assignment provides the opportunity to reflect on the Contribution Compass profiles of your fellow board members. In doing so, you will develop a deeper understanding of how the profiles function in a board environment and how critical a balanced approach is.
- [Sirdar Management Compass E-Book](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/sirdar-management-compass-e-book/): Sirdar Group E-Book Sirdar Management CompassDownload
- [3-7 Acts and Codes: Strategy and Direction [18:14min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-7-acts-and-codes-strategy-and-direction-1814min/): https://vimeo.com/734688134/f82e5e4bbe
- [3-6 Solvency and Liquidity [16:19min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-6-solvency-and-liquidity-1619min/): https://vimeo.com/734686846/d02405bf11
- [3-5 Company Profile and Life Stage [26:06min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-5-company-profile-and-life-stage-2606min/): https://vimeo.com/734684345/2e8f978e58
- [3-4 Sirdar Management Compass [19:33min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-4-sirdar-management-compass-1933min/): https://vimeo.com/734682139/e56c608aac
- [3-3 Strategic Frameworks [21:24min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-3-strategic-frameworks-2124min/): https://vimeo.com/734680217/a8ffa1e805
- [3-2 Is Your Promise Big Enough? [26:11min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-2-is-your-promise-big-enough-2611min/): Practical insights into the concept of 'promise' and just how critical a great promise is for any company.
- [3-1 Module 3 Overview [2:18min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/3-1-module-3-overview-218min/): Introduction to module three and what you can expect from this cycle.
- [Module Three Slides](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/module-three-slides/): Edited Applied Directorship Programme Module 3_Purpose Strategy and Direction (2022)Download
- [Module Three Notes](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-03-strategy-and-direction/topics/module-three-notes/): Module Three NotesDownload
- [Abridged Chairman’s Script](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-02-the-board-team/topics/abridged-chairmans-script/): The chairman's script is a vital tool, especially in the learning phase, to develop a structured and correct approach to chairing a board meeting. The chairman allocated for each simulated board meeting will follow this process and exclude specific sections as indicated.
- [Pre-board Meeting Checklist](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-02-the-board-team/topics/pre-board-meeting-checklist/): A pre-board meeting question checklist for independent directors, which you are encouraged to use prior to every board meeting. With the simulation process, practice using this checklist as part of your board preparation.
- [Copy of 6-1 Clones Topic [7:48min]](https://sirdarbasecamp.com/topics/6-1-clones-topic-748min-2/): VIDEO: Practical insights on the challenge of conflicts of interest and how to manage them.
- [Sirdar Group E-Book: The Role of Natural Energy in Appointing High-Performance Boards](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-02-the-board-team/topics/sirdar-group-e-book-the-role-of-natural-energy-in-appointing-high-performance-boards/): Sirdar Group E-Book The Role of Natural Energy in Appointing High-Performance BoardsDownload
- [2-11b Introduction to Board Simulation [18:58min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-02-the-board-team/topics/2-11b-introduction-to-board-simulation-1858min/): https://vimeo.com/744626514
- [2-11a Introduction to Board Simulation [20:09min]](https://sirdarbasecamp.com/courses/applied-directorship-programme-course-adp-course-2/lessons/module-02-the-board-team/topics/2-11a-introduction-to-board-simulation-2009min/): https://vimeo.com/744626318

## Quizzes
- [Discover Your Governance Starting Point](https://sirdarbasecamp.com/courses/basecamp-governance-course/lessons/basecamp-welcome/quizzes/discover-your-governance-starting-point/): Welcome to your first Basecamp challenge!
- [Quiz](https://sirdarbasecamp.com/courses//quizzes/quiz-3/)
- [Quiz](https://sirdarbasecamp.com/courses//quizzes/quiz-2/)
- [Quiz](https://sirdarbasecamp.com/courses//quizzes/quiz-2/)
- [Quiz](https://sirdarbasecamp.com/quizzes/quiz/)

## Groups
- [Director Network Group](https://sirdarbasecamp.com/ld-groups/director-network-group/)
- [Applied Directorship Programme Course Group](https://sirdarbasecamp.com/ld-groups/applied-directorship-programme-course-group/)

## 
- [2-5 Business Judgement Test [15:38min]](https://sirdarbasecamp.com/?p=32135): Notes:
- [2-4 Recruiting and Appointing Directors [16:21min]](https://sirdarbasecamp.com/?p=32134): Notes:1. update linked profile, will be covered later stage
- [2-3 Contribution Compass in the Boardroom [28:12min]](https://sirdarbasecamp.com/?p=32133): Notes:
- [Required Reading](https://sirdarbasecamp.com/?p=32132): Notes:
- [Introduction Letter](https://sirdarbasecamp.com/?p=30081): Notes:Very interesting!
- [1-3 Learning Approach [9:48min]](https://sirdarbasecamp.com/?p=30080): Notes:My notes

## Venues
- [Cape Town](https://sirdarbasecamp.com/venue/cape-town/)
- [Villa Monticello Boutique Hotel](https://sirdarbasecamp.com/venue/villa-monticello-ghana/)
- [Sirdar Cape Town](https://sirdarbasecamp.com/venue/sirdar-cape-town-2/)
- [Sirdar Cape Town](https://sirdarbasecamp.com/venue/sirdar-cape-town/)

## Organizers
- [Sirdar Group](https://sirdarbasecamp.com/organizer/sirdar-group-2/)
- [Sirdar Group](https://sirdarbasecamp.com/organizer/sirdar-group/)

## Documents
- [Risk Thinking Process – Risk Mapping Template (V25)](https://sirdarbasecamp.com/document/risk-thinking-process-risk-mapping-template-v25/)
- [Stakeholder Engagement – Stakeholder Mapping Template (V25)](https://sirdarbasecamp.com/document/stakeholder-engagement-stakeholder-mapping-template-v25/)
- [Expedition Planning Guidebook](https://sirdarbasecamp.com/document/expedition-planning-guidebook/)
- [Strategy and Business Planning Template (V25)](https://sirdarbasecamp.com/document/strategy-and-business-planning-template-v25/)
- [MD Report Template (V25)](https://sirdarbasecamp.com/document/md-report-template-v25/)