“Founder-led boards should not see independent voices as threats to control”

Professor Mervyn King | Patron, Good Governance Academy 

• “Compliance tells you what to do, but mindfulness helps you understand why you are doing it”

Professor Mervyn King – who will soon travel to Mauritius at the invitation of the Mauritius Institute of Directors – invites a shift toward mindful governance. In this interview, he explores how mindfulness can transform boardroom culture, strengthen ethical leadership, and create long-term value for all stakeholders. Moving beyond ticking boxes, he speaks of a deeper, values-based approach that aligns purpose with sustainability, and integrity with strategy.

You have often spoken about “mindful governance.” How would you define this concept for boards that are still heavily compliance-driven?

Mindful governance is a shift from governance that is merely rule-bound to governance that is values- and purpose-driven. While compliance remains necessary – it forms the foundation of accountability – mindful governance invites boards to engage with deeper questions: What is the purpose of the company? What impact are we having on society and the environment? Are we creating sustainable value beyond the bottom line?

For compliance-driven boards, I would say: compliance tells you what to do, but mindfulness helps you understand why you are doing it. A mindful board is not ticking boxes. It is exercising moral judgment, considering consequences and acting with awareness of interconnectedness, in other words, being fully present to the implications of every strategic choice.

What do you see as the core attributes of a mindful board member?

A mindful board member embodies five essential attributes that go beyond technical competence and legal compliance. First and foremost is awareness—an attunement to oneself, to fellow directors and to the broader systemic context in which the organisation operates. This situational and emotional awareness allows board members to perceive not only what is happening, but also why it matters.

Closely linked is curiosity: the willingness to ask deeper questions rather than settle for surface-level answers. A curious director actively seeks understanding, challenges assumptions and engages with complexity rather than reducing it. This quality fuels better strategic insight and innovation.

Courage is another defining trait. Mindful board members must be willing to challenge prevailing views, speak truth to power and hold fast to ethical standards even when it is uncomfortable or unpopular. It is this kind of bravery that upholds a company’s integrity in moments of pressure.

Then there is humility – the recognition that no single individual, regardless of experience, has all the answers. Mindfulness fosters a sense of shared wisdom and the ability to learn from others, allowing better collective decision-making.

Finally, integrity ties everything together: the alignment between a board member’s values, decisions and actions. It is what transforms good intentions into responsible governance.

Together, these five qualities form the foundation of mindful leadership in the boardroom.

How can boards cultivate a culture of mindfulness at the strategic level without compromising on accountability?

There is no tension between mindfulness and accountability; on the contrary, mindfulness enhances accountability. A mindful board culture promotes active listening, deep reflection and responsible decision-making. These qualities actually reinforce accountability by making it more conscious and intentional.

To cultivate this culture, boards should begin meetings with reflective practices, even if it is just two minutes of silence to centre attention. They should encourage dissenting views and healthy debate, which is a form of collective mindfulness, and allocate space for regular ethical reviews of strategy, asking questions such as: Does this align with our stated purpose? Are we considering the long-term impact?

Accountability is not only about oversight – it is about ownership of purpose. And mindfulness makes that ownership real.

To take this further, in practical terms, how should mindfulness be incorporated into boardroom processes such as risk management, decision-making, and stakeholder engagement?

Mindfulness can strengthen key boardroom processes by encouraging directors to slow down, reflect deeply and act with greater clarity and responsibility.

In risk management, for instance, a mindful board looks beyond financial indicators to consider broader, interconnected risks such as social, environmental, or geopolitical factors that may not show up in traditional reports. This leads to more resilient and forward-looking strategies.

Further, in decision-making, mindfulness invites a pause for reflection. Instead of rushing toward outcomes, directors consider questions like: What is the long-term impact? Who are the stakeholders affected? Does this align with our core purpose? This results in decisions that are more thoughtful, balanced and aligned with the organisation’s values.

When it comes to stakeholder engagement, mindfulness means listening more attentively and engaging with empathy. It is about seeing stakeholders not just as groups to manage, but as partners in value creation. This builds trust and long-term legitimacy.

Simple, practical steps can go a long way in embedding mindfulness into the board’s DNA. This includes taking a brief pause before major decisions, conducting regular reviews of ethical alignment, and appointing a director responsible for keeping purpose and values at the forefront. Boards can further reinforce this by incorporating scenario planning exercises that go beyond financial forecasts and by using stakeholder mapping as a dynamic, evolving tool to guide strategic engagement and long-term thinking.

How does mindfulness contribute to long-term value creation and sustainability?

Mindfulness fosters a governance mindset that looks beyond short-term gains to prioritise enduring value for all stakeholders. By cultivating awareness and intentionality, boards become better equipped to anticipate future challenges and opportunities, ensuring decisions support the organisation’s purpose over time. This heightened sense of responsibility encourages investments in sustainable practices that balance economic success with social and environmental stewardship.

Moreover, mindfulness helps boards recognise the interconnectedness of business, society and the environment, reinforcing the idea that true value creation is holistic. It encourages leadership to embed ethical considerations and stakeholder interests into strategy, which strengthens trust, reputation and resilience, which are key ingredients for long-term success.

In essence, mindfulness transforms governance from a checklist exercise into a dynamic process of thoughtful stewardship, aligning business objectives with the broader goals of sustainability and societal well-being.

“Leadership is not just a position – it is a profound responsibility to society.”

What role does board leadership (especially the Chairperson) play in setting the tone for mindful governance?

The role of the Chairperson in fostering mindful governance cannot be overstated. As the cultural architect of the board, the Chairperson sets the tone and pace for how the board functions and how its members interact. A mindful Chairperson creates an environment of psychological safety where every director feels respected and empowered to contribute openly. This inclusivity ensures that diverse perspectives are heard and considered, enriching the quality of decisions.

Beyond managing the agenda, the Chairperson guides the board toward a deeper alignment with the organisation’s core purpose, encouraging reflection rather than impulsive reaction. They model the very presence and ethical clarity they seek to cultivate, demonstrating humility and a willingness to listen before leading. By balancing discipline with flexibility, the Chairperson allows space for meaningful dialogue on complex or sensitive issues, recognising that such conversations are essential to responsible governance.

However, this intentional way of leading does not happen by chance. Mindful governance does not arise spontaneously; it is the product of deliberate and consistent leadership. The Chairperson’s commitment to embodying mindfulness inspires the entire board to engage with greater awareness, integrity and long-term vision. In doing so, the Chairperson ensures that governance transcends mere compliance, becoming a thoughtful practice that supports sustainable success and trust in the organisation.

Mauritius has made strides in corporate governance reforms, but many boards are still family- or founder-dominated. What advice would you give to such boards about embracing mindful governance?

Family- or founder-led boards often operate with a deep sense of legacy, pride and personal commitment. This emotional investment can be a tremendous strength – fuelling resilience, loyalty, and long-term vision. However, to truly thrive in a modern governance environment, this strength must be balanced with openness, structure and a willingness to evolve. Mindful governance offers that constructive bridge between personal values and institutional discipline.

Rather than seeing mindfulness as a constraint, founder-led boards should view it as an enabler, that is, an approach which allows them to honour their legacy while adapting to contemporary expectations. One practical step is to welcome independent voices at the board table, not as threats to control, but as valuable contributors to broader, more inclusive decision-making. These external perspectives often help sharpen strategy, challenge blind spots and bring in expertise that may not exist within the founding circle.

Another essential shift is to treat purpose and succession planning not merely as internal family matters, but as critical governance issues. Doing so signals maturity and readiness for continuity beyond the current generation. At the same time, by making room for self-assessment through informal board reviews, peer feedback or moments of shared introspection, boards can begin cultivating a habit of self-reflection.

Ultimately, mindful governance respects the organisation’s heritage while preparing it for what lies ahead. It ensures that values prevail, not by being protected from change, but by being thoughtfully integrated into the organisation’s future. For founder-led boards, this is not just good governance, rather, it is a legacy worth building.

How can institutions like the Mauritius Institute of Directors (MIoD) foster a stronger culture of mindful leadership within both public and private sector boards?

Indeed, institutions like the MIoD play a vital role as catalysts of change. Positioned at the intersection of learning, advocacy and community-building, the MIoD has a unique responsibility and opportunity to nurture a new kind of leadership, one that is as conscious as it is competent.

Fostering mindful governance begins with rethinking how leadership is developed. Mindfulness should not be treated as an optional add-on, but rather woven seamlessly into the fabric of director education. For example, ethical reflection and mindful decision-making can be integrated directly into training sessions on strategy, risk or ESG. These should not be treated as standalone topics, but as core perspectives that inform how decisions are approached in practice.

Creating spaces for honest, experience-driven dialogue is equally important. The MIoD can host forums where directors reflect on real-world dilemmas, not merely discussing what decisions were made, but how they were made. These reflective conversations can deepen a director’s awareness of the cognitive, emotional and ethical dimensions of leadership, encouraging greater intentionality in future decisions.

In parallel, promoting integrated thinking as a mindset, not just as a reporting tool, can help boards move beyond disconnected, short-term approaches. By viewing financial, social, environmental and governance issues as interconnected, directors are better equipped to anticipate risk, unlock value and align with long-term purpose.

Mentorship also has a powerful role to play. The MIoD can support programmes that pair emerging directors with experienced leaders who model mindful governance. These relationships allow practical wisdom to be passed down; not just technical skills, but the presence, patience, and perspective that define truly mindful leadership.

Above all, institutions like the MIoD must continue to remind directors that leadership is not just a position, it is a profound responsibility to society. Mindfulness is not about slowing down governance; it is about deepening it. It is the means by which leaders honour their duty, navigate complexity with integrity and shape a future that is successful, sustainable and just.