1. What have you found most challenging as a board member?

Culture change and adjusting entrenched ways of doing business. Breaking down barriers between Management and staff. Ensuring excellence in all that we do.

2. How did you become a board member? Can you please briefly tell the story?

Agribank is a Parastatal and so I was selected by the Minister of Agriculture, with the approval of the President of Zimbabwe, to the position. A major consideration of course was my vast experience in Leadership roles at numerous Financial Institutions.

3. How do you structure your work days from waking up to going to sleep?

With difficulty. I have to juggle my Board responsibilities and my TV Shooting, Producing and Scripting schedule of upwards of 6 to 7 shows per week. My key weapon - being able to multi task. As a very early riser I also find that i can be very productive between the hours of 5 to 7 a.m. so that by the time I get to work I have cleared out my emails etc.

4. What's the most recent significant leadership lesson you've learned?

Lead by example and be able to listen.

5. What are some of the keys to doing governance well in a organisation?

Pretty straight forward - (1) accountability, (2) authority, and (3) the decision-making process.

6. How do you differentiate between the role of board member and the roles of CEO or executive team member of a organisation?

Board is there for oversight and advice to the Management of an entity. Management implement and run the day to day affairs of the business.

7. What is one meaningful story that comes to mind from your time as a board member so far?

Being appointed to Chair the Board Land Bank Committee as Agribank is establishing a Holding Company and having to create a brand new subsidiary within 3 months. Working with top management and key staff in all units to make sure the exercise is a success. Helped, to me, to start building a culture of team work and "family", both vital for a strong institution.