Could responsible Indian companies experiment with having an experienced and wise leader sit in at board meetings as a fly-on-the-wall? He or she would function as a behavioural mirror, reflecting board dynamics rather than commenting on the content or substance of board transactions.
Such a practice does exist, though it is rare. I have worked on a board where, by turn, one independent director would play this role. I have also experienced a board that recruited such a coach to attend three board meetings and offer suggestions for improvement. To have any chance of success,
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