Leveraging Your Personal Boardroom
“Leaders are only as good as the people they surround themselves with.” (The Personal Boardroom - Zella King and Amanda Scott)
Based on the academic research on the networks of high performers and work with executives, Zella King and Amanda Scott’s Personal Boardroom framework helps individuals to assess where they are now, and where they need to be in terms of critical relationships to success.
Surrounding yourself with the right combination of people can be instrumental to your success in the same way a business carefully selects it’s corporate boardroom. By thinking of yourself as a business, you’ll be able to think differently about the sources of ‘support’ you need to draw depending on your goal.
- Discover the 5 steps to designing your Personal Boardroom
- Learn about some of the key roles you need to achieve your goal and assess whether you have the right people around you
- Understand how to choose key members for your Boardroom and assign roles
- Learn how to have purposeful conversation with your boardroom
As a previous participant of the Personal Boardroom programme, Jennie specialises in Risk Management and is currently the Head of Operations Risk Management at Capital One. As an experienced Risk Professional, Jennie has undertaken a wide range of roles from Interim Head of Chief Risk Officer’s Office, Credit Risk in a Business and Commercial Banking arena, Risk Transformation Projects, Operational Risk Management to managing Risk Assessments for demonstrating compliance to CRD IV and remuneration principles on the assessment of senior executives.
Jennie balances her day job with a myriad of volunteering work including a role on the Executive Board of Women in Banking & Finance (WIBF). In addition to her work with WIBF, Jennie is an advisory board member to the Aston University Enactus team, and mentors with the Prince’s Trust where she proactively supports the pipeline development and challenge of social mobility enabling young people to succeed and achieve their full potential.
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