Twenty-three executives have become Rwanda’s first certified directors under the internationally accredited Institute of Directors (IoD) programme.

The decision to introduce the training course for directors is intended to bridge a leadership gap among senior executives, according to the organisers.

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Across Africa, board appointments have often been based on seniority, professional experience or reputation. While these qualities remain valuable, governance experts argue that successful executives do not automatically possess the skills needed to oversee organisations at board level.

According to Jean-Paul Kajangwe, Managing Director of African Voice of Directors, a common misconception is that board members simply attend meetings and approve decisions. In reality, boards are responsible for some of the most critical decisions within an organisation.

These include approving long-term strategies, overseeing financial performance, appointing and evaluating chief executives, managing risks, ensuring compliance with laws and regulations, and safeguarding an institution’s reputation.

"Poor board decisions can contribute to financial losses, governance failures, corruption scandals, and organisational collapse,” Kajangwe said.

"Training helps directors understand how to ask the right questions, challenge management constructively, and make informed decisions.”

He noted that graduating from the IoD programme represents more than obtaining a certificate.

"One key opportunity it provides is credibility: it signals to employers, investors, and institutions that the director understands how to govern effectively, not just manage operations.”

The training was therefore introduced to fix that gap. It was delivered by the Institute of Directors (IoD) in partnership with the African Voice of Directors.

What does the Institute of Directors do?

IoD is a UK-based professional body that develops and certifies directors and board members, much like professional associations certify accountants, lawyers and engineers.

Its programme provides training on boardroom leadership, including directors’ roles and responsibilities, strategic oversight, financial accountability and effective governance practices. Participants are also trained on how to guide organisations without becoming involved in day-to-day management.

According to Janet Baker, Director of Business Development at the Institute of Directors, the organisation occupies a unique position in the governance space through its internationally recognised qualifications.

"We are the only people who provide Chartered Directors with that qualification. And our aim is to elevate the standards of good governance, to trust in ethical leadership right across the world. We are a professional association, if you like, for directors on a global basis,” she said.

Baker noted that the programme aims to ensure directors are equipped to guide organisations effectively while protecting the interests of shareholders, employees, customers and other stakeholders.

She described the qualification as rigorous and demanding, requiring significant time and commitment from participants.

However, she said the programme helps directors develop high-level governance skills while strengthening confidence in their professional capabilities and the organisations they serve.

"The process is challenging and requires commitment, but it is rewarding, as many participants progress through the diploma stage and move toward the next step of the journey, which includes the Chartered Director interview.”

She also highlighted the importance of the partnership with African Voice of Directors (AvD) in expanding access to governance training across Africa.

For countries such as Rwanda, which aims to attract investment and strengthen its position as a regional business hub, Baker said stronger governance standards can provide a competitive advantage.

Why is this significant?

Kajangwe observed that while many board members possess extensive professional experience, relatively few have received formal training in corporate governance.

He said board governance training was initially an unfamiliar concept in Rwanda and required sustained advocacy to demonstrate its value to organisations.

However, growing participation suggests attitudes are changing.

"The fact that more than 120 board members and executives have already undergone training within 30 months suggests growing recognition that governance skills can be learned and strengthened,” he said.