The CEO in You by Cox Allan

Author:Cox, Allan [Cox, Allan]
Language: eng
Format: epub
Publisher: Harrier Press
Published: 2014-05-29T21:00:00+00:00

We’d like your thoughts on the best way to go. Does anyone see any options we’ve overlooked?

Notice how this:

● States the top team’s forged agreement on a point of view.

● Offers a headline that expresses it compellingly.

● Offers concise supporting data.

● Stresses what you want from the Board.

I cannot overemphasize the first item, your top team’s agreement on a point of view. It represents collaboration, the same sort of collaboration you want to establish with the Board. That’s one reason the presentation opened with a statement and concluded with a question. It invites candor and opens the door to a team-Board WE built on the foundation of your top team’s WE.

This WE builds confidence and trust within the Board. They feel inclined to think freely and speak candidly. Now it’s not us (the Board) and them (the top team), it’s “we’re all in this together.” Collaboration arises, a boundary gets crossed, the road to results becomes clear.

Even though directors who do their job right are independent from and candid with management, there’s no conflict of interest in the perfectly normal human feeling of wanting to belong. Work and the feeling are not mutually exclusive, but when the vital components of any endeavor, and the spirit of belonging takes place amid an environment of candor, clarity, and collaboration, everyone wins: the Board, management, the company, its customers, and its shareholders.

These additional tips for improving team-Board relations will help you create the six wins across-the-spectrum situation.

All Aboard

● Prepare the Board for management changes and surprise. Informal lead-up announcements can reduce the discomfort that often arises when people and plans appear on the scene.

● Make sure any printed material sent to the Board contains the all-important top team’s point of view. This allows the Board to focus on issues and do the sort of homework that ignites productive idea exchanges.

● Eliminate words and phrases that imply control, such as “we want your buy-in” or “we’re assuming you’ll approve the new provision.”

● Incorporate words and phrases that emphasize collaboration, such as “We look forward to a joint review of our proposed diversity hiring practices” or “We’re appreciative of your insights from our Board retreat that set us in a fresh, new direction.”

● Activate a long-term, top team-Board relationship building plan, which might include a less task-oriented annual Board retreat.

● Consider engaging the help of a skilled facilitator or coach.

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