What I’m reading – Ziena Jalil

Economic development, education, international trade, and central and local government are areas of specialty for Aucklander Ziena Jalil MInstD, who is on the boards of Education New Zealand, Toka Tū Ake EQC, design consultancy DNA and the Asia New Zealand Foundation.

This week, she shares the book on her radar – one that talks to a multilateral trading system and climate change.

What is the name of the governance/business book you’re reading or can recommend?

A book that I found interesting was Net Positive: How Courageous Companies Thrive by Giving More Than They Take, by Paul Polman and Andrew Winston.

How would you describe the style of writing?

The book is written in a conversational style, detailing the authors’ personal experiences and it’s informed by research. It can sometimes seem like a PR exercise for Unilever, but there are many practical insights and principles which are useful, and it does provide insights from other businesses as well.

What drew you to this book?

I had the opportunity to engage with Paul many years ago as a participant on an INSEAD Leadership Programme. He was then CEO of Unilever and we had an interesting conversation about sustainability and, in particular, the use of palm oil in Unilever products. In addition, given the debate around ethics and Unilever, I was curious to read the perspective of a former CEO of the company.

What resonated with you the most?

We are seeing a world where the impacts of climate change are on our doorstep and rising inequality is on our streets; where geopolitical tensions are high and great power rivalry is gathering force, and where protectionism is undermining the multilateral trading system, and populism continues to breed intolerance.

It is clear that change is needed. The authors argue that we need to go faster and further than just cutting some carbon emissions and being ‘less bad’.

Net Positive encourages businesses to give more to the world than they take. The authors propose that to be net positive, companies need to improve the lives of everyone they touch – customers, suppliers, employees and communities – thereby greatly increasing long-term shareholder returns in the process. They suggest that companies need to take ownership of the social and environmental impacts of their business, providing opportunities for innovation, savings, and building a more humane, connected and purpose-driven culture.

What resonated for me was the many parallels with Māori businesses which take a multi-generational and holistic view of their operations – deeply committed to purpose, planet, people and prosperity.

What is something you’ve taken away from the book that now follows you into your board roles?

We need to earn our license to operate. Our people want to be part of something worthwhile and get behind something they believe in. Our customers and investors expect us to behave ethically in how we treat people and the planet.

The book showcases many practical examples from companies around the world, which demonstrates how organisations can create value by fixing the world’s problems, rather than creating them.

A key takeaway for me was the role that leaders play in inspiring hope and action (in the face of adversity and criticism), and the importance of partnerships – with competitors, civil society and governments – to drive the scale of change and transformation that no single entity can achieve alone.

On a personal level, I thought it useful to consider our role as individuals in the various settings in which we find ourselves, and to reflect on whether we give more than we take.

How does reading feed into your continued governance practice/ learning?

Reading opens my mind to new perspectives and new ways of thinking and doing. I may not always agree with everything I read, but I value the opportunity to see a range of views.

Who should read this book and at what stage in their governance career?

Net Positive is a book that will be useful for any business and governance professional, regardless of where they are at in their career journeys. It is in equal measure practical and hopeful.

When you’re not reading about business or governance, what kind of books are you likely to pick up? 

I find it interesting to learn from others’ journeys, be they individuals or organisations.

The last autobiography I read was Frances Valintine’s Future You – it is an inspiring read about her life. I found myself rooting for her as she described personal and professional challenges, and relating to some of her ways of operating and thinking. Her commitment to constantly growing and evolving personally, and in terms of her business, is something we can all learn from.

What are some of the most pertinent governance issues at the top of mind for you, and why?

The current global economic outlook, the Israel Gaza conflict, the Ukraine war, post-Covid supply chains, rising inflation, and growing investor and stakeholder expectations around ESG are all impacting the governance landscape.

There is growing scrutiny of boards and the quality of decision making. Some of the more pertinent issues for me include talent retention and attraction, climate change, digital transformation, geo-political challenges and financial resilience. All of these directly impact our organisations today and affect their future value.

What has been the most surprising thing you’ve discovered about yourself and others while being on a board?

I find board dynamics and the hidden social hierarchies within boards interesting. We have to be careful we don’t fall into our narrow ‘expertise’ silos.

Pluralistic ignorance, where board members hold varied opinions, but don’t express them in the mistaken belief they are inconsistent with others in the group, is also a risk.

Conversely, there can sometimes be shared information bias where we focus on information that we share in common, and feel like we are progressing to a consensus, but the quality of our decision-making could be poor.

In an environment of rapid business disruption and change, it is imperative boards have quality discussions that include a wide range of views. The chair must maintain a fine balance between sustaining board cohesion, and encouraging diverse ideas and minority opinions. In addition to having great facilitation skills, a chair needs to create a safe environment in which dissenting voices can emerge and unspoken concerns can surface. As there are growing calls for greater diversity on boards, it is even more critical that we have chairs who have an inclusive and empowering style – rather than one that stifles discussion.

If there was anything you want to see more of at the board table, what would it be, and why?

I’d like to see greater diversity at our board tables – not just in terms of gender or ethnicity, but also in terms of age, backgrounds and expertise. There’s so much talent and knowledge out there that doesn’t sit neatly in a box. If we don’t look for it, we will miss out.

Directors are often appointed based on their knowledge and functional expertise. While these skills are no doubt important, we also need to be skilled in constructive dissent. We need to be able to have the humility to know we may be wrong, and the courage to not conform to the majority view.

I’d like to see new ways of thinking about how and where board meetings are conducted – e.g. do they all need to be around a rectangular table in an office building? If we change the room, we change the culture, we change the conversation. 

If there is a book on your radar that you’d like to share, send an email to: Sonia.yee@iod.org.nz