Denelise l'Ecluse is a seasoned business leader and non-executive director with extensive experience in the technology sector. She currently serves as Managing Director for Europe at BSI Group and holds several advisory and non-executive roles, including Chair of the Advisory Board for Women in AI Netherlands. She has a background in driving digital transformation and a passion for continuous learning, diversity, and bridging generational gaps.
What advice would you give someone before stepping into their first boardroom role?
My key advice would be to really hone your listening skills and learn to ask impactful questions. As a non-executive director, you have limited time to make a difference, so you need to get to the heart of issues quickly. I've found that asking the right questions and probing beneath the surface to uncover root causes is essential.
It's also crucial to be fact-driven rather than relying on opinions or assumptions. Always look for the data and evidence behind proposals and decisions. At the same time, try to look at problems from multiple angles. A good NED brings a holistic perspective.
I'd also advise new NEDs to check their ego at the door. Humility and kindness go a long way in the boardroom. Big egos often lead to big mistakes. Instead, focus on really listening to and understanding different viewpoints.
Finally, recognize that corporate governance is serious business with increasing regulatory scrutiny. I recommend getting formal education on governance topics, especially as rules and best practices continue to evolve. Understanding the legal and fiduciary responsibilities is critical.
How did you transition from an executive director to a non-executive director and how do you keep up to date and in 'good shape' as a NED?
My transition happened gradually as I moved from international growth roles to more senior executive positions. People started seeking my advice and vision, particularly for startups and scale-ups in the tech sector.
To stay sharp as a NED, I do several things:
First, I prioritize physical and mental wellbeing. Regular exercise, forest walks, and hobbies like art collecting help me maintain perspective and avoid linear thinking. This is crucial for maintaining empathy and seeing the bigger picture.
I also deliberately seek out diverse perspectives, including reverse mentoring from younger generations. Understanding different viewpoints keeps me intellectually curious and helps me avoid echo chambers.
Staying up to date on governance topics is also key. I've taken formal courses and I'm always reading about emerging trends and best practices. The landscape is constantly changing, so continuous learning is a must.
Networking with other experienced NEDs has been invaluable. I often reach out to those I admire to ask for coffee and pick their brains. There's so much wisdom to be gained from peers.
Lastly, I find my executive role and NED roles are mutually reinforcing. I apply NED learnings to my day job and vice versa. This cross-pollination of ideas keeps me sharp in both arenas.
What has been the best, worst, most challenging and most valuable thing you have learnt?
The most valuable thing I've learned is strategic patience. Coming from fast-paced executive roles, I initially wanted to drive rapid change as a NED. But I've realized that good governance often requires playing the long game. You need to think longer-term and plan slowly but steadily.
This ties into the most challenging aspect for me - managing my natural tendency to quickly envision holistic solutions. I've had to learn that not everyone sees things at the same pace. Even if I spot an issue or opportunity early, I need to bring others along rather than just pushing my view.
The best part has been the continuous learning journey. Every board, every challenge brings new insights. I love how being a NED stretches my thinking and exposes me to diverse perspectives.
The worst or most frustrating moments tend to come when critical issues arise simultaneously across multiple responsibilities. When it rains, it pours! Juggling urgent matters in both executive and non-executive roles can be stressful. But even these moments offer valuable lessons in prioritization and crisis management.
What is a strategic mindset and how would you describe a wise NED?
A strategic mindset involves looking beyond immediate issues to see longer-term implications and opportunities. It's about connecting dots across different areas of the business and anticipating future challenges.
For NEDs, I believe strategic thinking also requires balancing oversight with foresight. We need to ensure proper governance today while also pushing the organisation to prepare for tomorrow's disruptions.
As for wisdom, I'd describe a wise NED as someone who:
- Listens deeply and asks insightful questions
- Seeks to understand different perspectives before judging
- Focuses on facts and data, not just opinions
- Looks for synergies and ways to bring people together
- Maintains calm even in difficult situations
- Explains the reasoning behind decisions, not just the outcomes
- Recognizes that complex problems rarely have simple solutions
Ultimately, wisdom in the boardroom is about fostering collaboration, finding common ground, and guiding the organisation towards sustainable long-term success.
What do you do to step out of your 'echo chamber' to challenge your own thinking and broadening your perspective and mindset?
Actively seeking diverse viewpoints is crucial. I deliberately connect with people who have different backgrounds, experiences, and ways of thinking. For example, I'm currently doing reverse mentoring with a Gen Z specialist to better understand younger generations' perspectives on work and society.
I also try to engage deeply with those who hold opposing views on various topics. Even if I ultimately disagree, I find tremendous value in truly listening and trying to understand where they're coming from. This has led to some fascinating conversations and new insights.
Reading widely across different disciplines helps broaden my thinking. I'm particularly interested in emerging technologies and their potential impacts on business and society.
In board contexts, I advocate for bringing in external experts to challenge our assumptions. It's also important to have a mix of personalities and thinking styles on the board itself to avoid groupthink.
Lastly, I find that my art collecting hobby offers a unique perspective. Looking at centuries-old artifacts reminds me of the long arc of history and helps me zoom out from day-to-day concerns.
What transferrable learnings and different perspectives could you take to the boardroom from your personal life?
My passion for continuous learning transfers well to the boardroom. I approach each new challenge or unfamiliar topic with curiosity and a growth mindset. This openness to learning helps me adapt to different board contexts and industries.
My background working across cultures has honed my ability to navigate diverse perspectives. In personal and professional settings, I've learned to look for common ground and build bridges between different viewpoints. This is invaluable in board discussions.
Collecting historical art has given me a unique long-term perspective. When facing tough decisions, I often reflect on how insignificant our current challenges may seem in the grand sweep of history. This helps maintain perspective and avoid overreacting to short-term issues.
My fitness routines have taught me discipline and the value of consistency. These traits serve well in governance roles where diligence and follow-through are critical.
Lastly, my experiences as a woman in male-dominated industries have made me acutely aware of diversity and inclusion issues. I bring this lens to board discussions, pushing for greater representation and equitable practices.
What question would you like to ask a peer NED yourself?
With Gen Z set to make up 30% of the workforce in the coming years, their views on work, society, and corporate responsibility will reshape organisations.
We need to move beyond seeing younger generations as simply "growing into" existing corporate structures. Instead, how can we evolve our governance models to harness their unique perspectives and values? This is a challenge I'm passionate about tackling alongside my peers.
So, my question to fellow NEDs would be: How can we effectively bring the voice of Gen Z into the boardroom?
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The Non-Executive Directors’ Association (NEDA), is a professional Association that develops and promote competent NEDs throughout their boardroom career with the right skills, knowledge and mindset. To find out more how we support our members to stay up to date through certified training, insight updates, coaching, networking and more, please go to www.nedaglobal.com.