By Hilda Basson Namundjebo
In recent times, I’ve been increasingly contracted to headhunt qualified individuals for board appointments whether for executive bodies, national institutions, or strategic advisory panels.
It’s a privilege that comes with discernment, influence, and a strategic understanding of what boards need.
Before 21st March 2025, the Ministry of Finance and Public Enterprises invited me on numerous occasions to interview potential board members for service.
I also serve as a board member for private entities and as trustee within the financial services sector.
I am the unconventional one, the outlier because directorships seem to be the exclusive domain of CA’s and lawyers, while social and behavioural scientists often get overlooked for our apparent lack in what is considered as appropriately qualified.
Thankfully the world is changing and now there is appreciation for the diversity of skill and a belief that all intelligence matters. And that they matter equally.
Namibia suffers from an abject absence of women on boards and with no official report being available in regards to the representation of women on boards, it is evident from piecemeal studies and governance-sector surveys that women remain significantly under- represented on Namibian boards.
It is severe in both state-owned enterprises and the private sector; even though women outnumber men.
Regionally, Namibia leads in political-leadership gender milestones, however our boardrooms tell a different story.
Closing that gap will require a deliberate effort to broaden the pool, actively mentoring high-potential women, profiling female governance leaders, and embedding gender metrics into nominating-committee charters.
State owned enterprises boards have the highest percentage of females on boards while the private sector’s figures remain far below par.
Certainly this is an area where we must and can do better, but before we launch a bull rush for board seats, let’s talk a little bit about your Why? And what you think boards are about?
It has been famously said that “as a man thinketh, so is he”. Thus, my question: how is your worldview aligned with the reason as to why boards exist?
So when you consider your pitch, pause to consider whether you are a trustee of the future and whether your motivation reflects servant leadership? Then in regards decision making, are you focused on making lasting decisions or do you think on an operation level? Also ask yourself whether you are merely seeking to build your CV or do you seek to make a contribution that will outlast you?
Missional clarity demands intentional service, not trophy-hunting. Before you chase visibility, interrogate your intent because privilege is earned by service.
What Boards Are Responsible For
The King IV Report on Corporate Governance outlines the core duties of a board as the highest governing authority.
Boards must lead ethically and effectively, but they are more than gatekeepers. They shape the organisation’s strategic vision, while governing and maintaining an ethical culture. They ensure responsible corporate citizenship and oversee strategy, performance, risk, and sustainability as inseparable elements of value creation.
Additionally, boards govern technology, compliance, assurance, and stakeholder relationships through sub-committees such as Audit & Risk, Remuneration, and Nominations.
For Namibians, NamCode is widely regarded as the Corporate Governance Code for Namibia and brings a closer focus on these principles. NamCode cautions that boards must “guard against becoming overly focused on compliance at the expense of enterprise”. The code is voluntary and is largely focused on listed companies whereas SOEs are governed by PEGA.
The Public Enterprise Governance Act no 1 of 2019 was enacted for efficient governance, to clarify roles and monitor performance.
But as they say, Its not what you know, its WHO you know
Networks are the plug, as the millennials would say. Therefore, this is an area where you must be intentional. Visibility must be strategic, not accidental. Typical spotting channels for emerging leadership and board talent include a range of formal and informal networks.
Executive search firms are often contracted to align individuals with future strategy, while trade associations and professional bodies serve as fertile ground for identifying expertise.
Audit and law firms also play a key role, advising on governance structures and nominations.
Beyond these, sponsors and advocates who mention your name in influential circles can quietly open doors. And in today’s digital landscape, thought leadership platforms and the content you share on social media, especially on LinkedIn can significantly position your visibility and credibility. But visibility without credibility is noise.
Diverse Skills Matter as Much as Gender
Gender diversity is crucial but so is cognitive and functional diversity. A board that reflects only one aspect of diversity risks groupthink and misses critical perspectives. Its about adjusting your lens and to pause for reflection. Board members must guard their independence of thought jealously, not for the mere sake of being different but as a way to let the light in by new perspectives.
Boards require members who have much on offer and a depth of expertise in translating strategy into operations.
Board members are also required to be ahead of emerging trends encapsulated by TIDES:
Technology, Innovation, Demographics, Environment, and Societal shifts. They demand robust functional subcommittee capabilities in areas such as Remuneration, Audit & Risk, and IT and Innovation, and they leverage AI fluency as a strategic enabler.
A journey of a thousand miles, begins with one step. Next steps ?
1. Examine your motives and commit to service, not status.
2. Then roll up your sleeves and deepen your expertise in the field in which you seek to govern by reading annual reports, mastering the business model and anticipating sector challenges.
3. Compile a resume which is board specific, highlighting your experience which is relevant to the appointment and opportunity you are seeking.
4. Prepare for the interview, and go into that meeting with a clear understanding of the assignment, your unique contribution and how you are going to help this entity as laid out by King IV, PEGA and the NamCode.
5. Build purposeful visibility though networks, professional bodies and referrals. Getting spotted isn’t about being seen, it’s about being ready.
*Hilda is a business leader, public speaker and a seasoned broadcast journalist. Founder of the national brand and organisation Team Namibia, Hilda believes her purpose is to impact the world with kindness, one engagement at a time.
