Martin Iversen

Following a 30 plus year career as a senior leader in the international energy industry, I now operate a niche consultancy specialising in two streams: operational excellence, and resilience and as an input to this, organisational and personal change, development and performance management. I’m a firm believer that performance and success are the outcome of getting everything else right, so I tend to drive focus on the ‘everything else’.
Having worked in challenging and multicultural environments of Europe, the Middle East, and Asia, my focus has been on building and maintaining standards, assurance and ensuring good governance is seen as essential. In my current consultancy role, keeping fresh and up to date with trends is important, which is why I find my Premium Membership with the Corporate Governance Institute so valuable.

There are so many, but I think I can narrow it down to three main areas.
The resources and toolkits are a real help in my line of work, providing useful starting points, ideas and case studies. It’s a knowledge hub that is often my first point of call.
The training courses and materials are first class. I’m currently refreshing my knowledge and undertaking the Diploma in ESG. It really is very good.
But for me, the main benefit is being part of a global network. My work still takes me around the world, but working independently, as a consultant, can sometimes feel a little isolated, even when working with clients. Being part of a global network really helps to feel connected, and there is a wealth of knowledge and experience in the membership that I can reach out to.

As I mentioned above, I frequently turn to the Corporate Governance Institute resources as a point of reference in my work, but I think the main point here is mindset. Working at the senior level I do, with leaders of organisations, often in developing businesses (and sometimes countries), there is an expectation that I need to bring top quality information and guidance. I am conscious that my membership helps me provide that, but I am also aware that there is that expectation from my clients.

I actually joined directly as a Premium Member. I have to be honest, the discount on the training initially caught my eye, but once I looked into the range of additional benefits, from the masterclasses and roundtables, through networking to toolkits, it made so much sense.

I think once I looked into the range of benefits, as I mentioned above, being part of a global network of highly experienced, but also diverse people, was a key factor and a significant benefit. But I also see myself as a lifelong learner, so the access to the library of masterclasses and the roundtable discussion is something I see as really, really, useful.
As I look more to developing a role as a NED, I also see how the networking and job posting opportunities will be valuable to me.

I have held senior leadership roles in a number of organisations around the world, and I now work with, offer guidance, and coach others in similar roles. Through seeing the profiles of other CGI members, and watching and listening to the masterclasses, it has been a good reminder that when it comes to leadership, there is no one right way, but there is a wrong way. When it comes to corporate governance, to assurance, to ESG for example, in this day and age, it takes strong leadership. It reminds me of the old concept of trust but verify. As a leader you have to delegate, you have to trust, but you also have to get down in the weeds, on the front line, and check what is being done and and what’s being said in your name.

I think this is hard to quantify. What I would say is that being a member of the Corporate Governance Insitute is seen and recognised by my clients as providing a sense of assurance that I take this aspect of my work seriously. It also helps in the running of my own business and in the early conversations I am having with respect to my next steps.

This is always a worrying question as you can feel obliged to come up with something profound. All I can say is what worked for me.
Leadership takes work and practice. I observed other leaders and took the aspects I liked and developed them, and I tried not to do the things I didn’t like. It’s important to know your business, but not believe you know it all – surround yourself with good people, and people who, in particular, can do well the things that you don’t. Understand your values and principles and keep to them. Hopefully, these include trust and respect. Do the right things, even when no one is watching.
Success is the outcome of getting everything else right, so work on the ‘everything else’ – if you do, success isn’t guaranteed, but if you don’t, it’s almost certainly guaranteed not to happen.
Enjoy what you do and have fun.