Chapter from: "Navigating the Human Side of Board"
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Business Expert Press
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Abstract
This chapter is excerpted from 'Navigating the Human Side of Boardroom Interactions'. The interactions between Chairs, board members, CEOs, and top management are crucial to a company's success. Understanding the human dimension is essential in forming productive one-to-one relationships, relationships within and between teams. We (consciously or unconsciously) assume that avoiding the muddy territory of dealing with personal issues is appropriate. The personalities at the top, their prior success, and their surroundings are for once not a door opener to actively pursuing and working on their professional relationships. The author explores what those board members need to form a team - as unique as their setup may be. Being caught between two strong forces - the Chair and the executive board - makes it difficult for board members to navigate the complex web of boardroom relations. It is widely accepted that forming a high-functioning team takes time, attention, and effort - a given for management teams but not yet the reality for board teams. The Chair's role in forming a board team and developing a robust relationship with the CEO is crucial. The position of the Chair comes with considerable power, which sometimes has to be used. However, Chairs should have a 'coaching' attitude: their main job is to make the CEO successful. The author looks at all the interactions at the top. Based on around 60 interviews worldwide and extensive personal experience, he provides 'do's' and 'don't' to support board members and managers in reflecting on how best to interact.
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Abstract
This chapter is excerpted from 'Navigating the Human Side of Boardroom Interactions'. The interactions between Chairs, board members, CEOs, and top management are crucial to a company's success. Understanding the human dimension is essential in forming productive one-to-one relationships, relationships within and between teams. We (consciously or unconsciously) assume that avoiding the muddy territory of dealing with personal issues is appropriate. The personalities at the top, their prior success, and their surroundings are for once not a door opener to actively pursuing and working on their professional relationships. The author explores what those board members need to form a team - as unique as their setup may be. Being caught between two strong forces - the Chair and the executive board - makes it difficult for board members to navigate the complex web of boardroom relations. It is widely accepted that forming a high-functioning team takes time, attention, and effort - a given for management teams but not yet the reality for board teams. The Chair's role in forming a board team and developing a robust relationship with the CEO is crucial. The position of the Chair comes with considerable power, which sometimes has to be used. However, Chairs should have a 'coaching' attitude: their main job is to make the CEO successful. The author looks at all the interactions at the top. Based on around 60 interviews worldwide and extensive personal experience, he provides 'do's' and 'don't' to support board members and managers in reflecting on how best to interact.