He almost never gives interviews and does not usually talk to the press. Not posting on LinkedIn frequently, nor does it star in controversies. But for a while now, this character – the advice counselor – has received more attention than perhaps wanted. And, let’s face it for good reasons.
In recent weeks, respected vehicles like the Wall Street Journal and the Brazil Journal They published reflections on what it means, after all, to be a good counselor in 2025. Doubt is legitimate. We live a time when corporate decisions have social, political, climatic, reputational impact… and of course, financial. The spotlight turns to those who, until recently, acted only behind the scenes.
There is no shortage of reasons for this new attention. The world – and Brazil in particular – seems to live in permanent mode of crisis. And at this time, the advice not only make critical decisions: they are often charged for everything they have not seen, they did not act, they did not question.
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In recent years, counselors have seen before unpublished and unavoidable challenges: a pandemic that paralyzed offices and tested leaders; social movements that put justice and inclusion at the center of decisions; Supply chain interruptions, wars with global impacts, accounting scandals that have shaken market confidence – such as the American climate disasters and a digital revolution that gives no respite. Phew! All of this has been resignifying the role of the board as a forum of listening, positioning and strategic action.
Given this scenario, the Wall Street Journal It notes that the advice is no longer just guardians of good practices: they became a type of “security belt” for moments of turbulence. The text of Brazil Journal It points to a curious phenomenon: the more pressure exists outside, the more the advice, inside, resort to known profiles – almost always white, men, experienced and well -related. But does the experience alone realize?
Both articles touch an uncomfortable but necessary question: are the advice really prepared for the dilemmas that matter now? Knowing how to read balance is still important – but asking the right questions, listening to divergent opinions and anticipating crises may never have been so valuable.
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Perhaps the ideal advisor of 2025 is the one who understands that reputation is built in silence, but also in the active listening. That authority is not only born of the curriculum, but of curiosity and courage. What independence is not just a regulatory label, but a daily practice of integrity.
As wrote Allan Murray, from Wall Street Journal“What companies need their advice most today is judgment – and judgment comes from character.” In a world increasingly oriented by data, algorithms and automation, it is precisely the most human attributes – integrity, empathy, moral courage, ability to ponder complex dilemmas – that make an irreplaceable counselor. Technology may offer answers, but it is the character that defines the right questions. And this is what the true value of those who occupy a chair on the board resides: in the responsibility of deciding not only what is possible, but what is right.
The reflections brought by Brazil Journal About the profile of the most desired counselors – professionals with active listening, collaborative spirit, openness to dissense and strategic vision – gain a new layer of relevance in the light of regulatory changes promoted by CVM and B3. Resolution 168, for example, requires that at least 20% of board members are independent, which requires companies to seek detached names from recent control or management. This seeks to displace the look of the traditional counselor – often indicated by affinity with relevant shareholders – for a more impartial and technically qualified figure. The requirement of formal independence, however, is only the first step. The real challenge is to guarantee the independence of thought and posture.
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Another point that tends to deeply impact the composition of Brazilian boards is the proposal to restrict overboardingthat is, the excessive number of chairs occupied by the same professional. Still under discussion under the renovation of the new market, the limitation of up to five seats per counselor and the obligation to leave after 12 years in the same company signal an effort to oxygenate the collegiate and break with power concentration practices and accommodation. This regulatory guideline talks directly with the criticism made by the Brazil Journal The “Advice Collector” model, which favors connections and reputation over effective engagement. The expectation is that with these changes, the function of the counselor is no longer symbolic or protocol and to demand real dedication, continuous preparation and courage to disagree.
In the end, advice do not exist to preserve old structures – but to prepare organizations for the unpredictable, urgent and demanding future.
