Boards typically comprise a mix of internal directors (executives from within the company) and external directors (independent individuals unconnected to the organisation). This blend ensures a balance of insights—insiders bring deep organisational knowledge, while outsiders contribute objectivity and fresh perspectives.
The term “frolleague,” a blend of “friend” and “colleague,” reflects the evolving nature of workplace relationships, particularly in C-suite environments. Traditionally, business culture emphasised a strict line between professional and personal lives, especially for executives. However, the emergence of the “frolleague” has redefined this boundary, with implications for both individual and organisational success. For leaders, the potential to form close, trusted relationships at work raises questions about business impact, return on investment (ROI), and risk mitigation. Understanding how to leverage the benefits of these friendships—while navigating potential pitfalls—can provide a strategic advantage.