Once you’re comfortable with the foundational health, safety & wellbeing principles you’re likely feeling more confident in the questions you’re asking of your executive or health and safety professional, and your contribution to the conversations in your boardroom.

Your awareness and understanding of these matters are necessary if you’re serious about strengthening your sphere of influence.

A board can create and change culture by what members systematically pay attention to, or what they systematically ignore … this means anything from what your board notices and comments on, measures, controls, and rewards, and in other ways systematically deals with or what the board doesn’t do, in any of these areas.

This means every board meeting is an opportunity to influence.

So how can you cut through all the noise and competing priorities to ensure that your board is focussing its efforts on cultivating a culture where people feel they matter?

That is, where are your efforts best placed to improve wellbeing, health and safety outcomes, not just mitigate adverse outcomes?

Download your Guide to Driving Systemic Change from the Boardroom and I’ll take you through the essential elements to systems thinking and six areas where your board has the best opportunities to  leverage its influence.