How to succeed as a top company secretary at a relatively young age.

There is a saying " The Harder you Practice, The Luckier You Get"

After reading different articles, thoughts and hearing from different peoples, following points can be noted to as conclusion:

1. Technical skills are not that important.  Boards don't care about your experience and knowledge - all they want is excellent advice.
2. A board will take a punt about their governance adviser - does this person fit our culture, and the way we do things?
3. You need to be able to deal with - and advise - senior directors.  This means hearing the sound of your own voice with confidence.  'Fake it till you make it'.
4. Saying less is more.  Traditional company secretaries feel the need to offer comprehensive advice.  That is NOT the way directors operate.   All they want to know is what matters
5. Discretion and tact are everything.  Soft skills are everything. Emotional skills are everything.  You are dealing with people with egos - big time - and challenging them poorly could be fatal
6. The biggest learning of the evening.  NEVER, EVER say "this is on fire".  The Company Secretary is there to put out fires, not fan the flames.
7. The guiding principle - 'what does my boss want?'  Within the parameters of high-quality governance, this is the ONLY thing that matters.  What does my Chair want?  What does my line manager (CEO, CFO) want?  How can I make their lives easier? What is the one-line advice that helps them?
8. Again within the parameters of high-quality governance, do anything you're asked to do.  Secretaryship means service.  If you don't want to serve, don't become a (company) secretary
9. (Another big one.)  Be seen as the solutions - rather than problems - provider
10. Be able to get on with others - or choose a new career.

Writer –  Akash Vij 

Email ID: Akashvij20@gmail.com

Disclaimer: The entire contents of this document have been prepared as per the information existing at the time of the preparation. Although care has been taken to ensure the accuracy, completeness and reliability of the information provided. The information is not a professional advice and is subject to change without notice. I assume no responsibility for the consequences of use of such information. In no event shall i be liable for any Direct, Indirect, Special or Incidental Damage resulting from, arising out if or in connection with the use of the information. This is only a knowledge sharing initiative and author do not intend to solicit any business or profession.