SUBMITTED
In many boardrooms, too little thought is given to the filling of positions within supervisory boards and supervisory boards. As if general social involvement and a good network are sufficient to supervise complex organizations. That idea is not only outdated, but also risky.
Supervising is a profession. It requires sharp judgment, independence and demonstrable expertise. From my experience I know how important it is that supervisors have more than just good intentions.
First of all, there is the legal dimension. Organizations operate within increasingly complex legal frameworks. Supervisors must not only understand what is going on legally, but also be able to understand the implications of decisions, contracts and risks. Without that basis, supervision quickly becomes a formality instead of an essential control function.
In addition, financial expertise is indispensable. Assessing budgets, annual accounts and investment proposals requires insight and experience. Numbers tell a story, but only for those who can read them. A council that is insufficiently financially literate runs the risk of missing crucial signals, with all the consequences that entails.
That does not mean that every member has to be a specialist in everything. However, a council as a whole has a balanced mix of competencies. And above all: that members are aware of their responsibility and are prepared to undertake continuous training. A good example is how external expertise has been engaged within the Telecommunications Authority of Suriname to train the council in assessing budgets and recognizing financial points of interest. That is not an indication of weakness, but rather a sign of professionalism.
Yet it starts earlier. In Suriname, members of supervisory boards and commissioners are often nominated by political organizations. That is a reality. That is precisely why it is essential that screening is taken seriously there. Not political loyalty, but suitability and expertise should be leading. Anyone who nominates someone for a supervisory position also bears responsibility for the quality of the supervision.
It is therefore necessary that candidates who aspire to such positions ask themselves whether they actually have the required knowledge and skills or are willing to develop them. Supervision is not an honorary position, but an assignment with social impact.
The time when these roles could be filled as a reward or capstone of a career is behind us. Good supervision is a crucial pillar of good governance. And good governance starts with expert people in the right place.
Expertise is therefore not an afterthought. It’s the core.
Joan Meriam Nibte – Lawyer
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