Few companies have the luxury or patience of "honing" skills in existing or prospective incumbents of the board - as logical as it is. If decisions are made in the new appointee's first meeting, that person is expected to make a robust decision or contribution from the getgo.

I am of the view that a corporate context determines needs required on the board where context has both current and future dimensions.

Some of the considerations may include:

1. The corporation's context (present and future) determines the skillsets required of the board.

• C=P+F - Context equals present context plus future context
• C=>SKn - Context determines skills needed

2. Total skillsets required of the board less those that exist (and will continue) will identify skills needed in an incumbent.

•  SKi=SKn-SKp - Incumbent skills equals needed skills less present and continuing skills

2. An incumbent must:

•  demonstrate the needed skills (SKi)
• demonstrate an ability to work at board level (i.e. have a "Director" perspective rather than an "Executive" perspective) (SKb)
• have a very high level of emotional intelligence (Ei)
• have a mature ego (Em)
• have personal objectives that are fulfilled with success in his/her board KPOs (rather than in conflict with them) (Op=Oc)
• be able to identify what level of "training" and "guideship" he/she wants to better deliver their role (i.e. growth path) (GP)

Therefore the suitable incument = SKi+SKb+Ei+Em+[Op=Oc]+GP