Appointing a board member as a personal mentor for the Chief of Staff (CoS) can involve certain risks if the role is not clearly defined. According to the Swedish Companies Act (ABL) and the Swedish Code of Corporate Governance, the board should act collectively and not interfere in the operational management. If an individual board member gains too much influence over the CoS, it can create ambiguities regarding the division of responsibilities, the risk of dual control, or conflicts of interest. It can also affect the board’s independence and objectivity, especially if the board member becomes too involved in day-to-day matters. To minimize risks, the role should be advisory rather than operational, and all contacts between the board member and the CoS should be with the CEO’s knowledge and within the framework of the board’s work procedures. Regular evaluation and clear reporting are crucial to ensure that the role functions as intended and does not undermine corporate governance.