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A series of six articles related to Boardroom Dynamics
A series of six articles related to Boardroom Dynamics
Three bariers in boardroom dynamics
"There is no space for emotions in business" said the Chairman of the group of companies operating in heavy industry sector.
There are three barriers in the dynamic of Boardroom which unaddressed lead to lack of focus on core results in the entire organization. As a result the organization is driving towards lower revenue, decreasing market share and shrinking margins long term. Read more ...
New CEO hitting the wall
"I need to get somebody I trust to my top team. Without replacing some of this guys nothing will be done". The CEO had a feeling of hitting the wall.
A dream of many CEOs entering a new organization is to drive their own vision for the business. They want to deliver tangible results in short term - to get them primary trust in the eyes of both shareholders and their organization. Read more ...
Sarcasm and Irony at the Top
"The same topics and problems coming back like boomerangs. Leaders had to push people for results. All problems were escalated back or hidden under the carpet." - said the CEO.
"Now I see it. My sarcastic comments during Board meetings were destructive. I thought I am funny and people like it. Now I realize I am scattering the accountability of my direct team" - said a Group CEO of an FMCG corporation. Read more ...
Introducing Trust to the Top Team
"Stop being ironic Hendrik. This is exactly the question I want to get answered today. We cannot work in this way any longer. Please stand up" - said Frank at loud.
"I really appreciate your commitment to our team. Since the time you have joined us our teamwork has changed. We talk more openly. Confronting us every time, we are not working as a team, is very useful". You are not judging us. You are not preaching what we should do" - said a Board member of a retail organization to the new HR Director. Read more ...
Scapegoating vs. Emphaty in Shaping Respect
"We are able to discuss honestly very difficult issues for the very first time. We used to smile, joke and argue. I seldom felt listened to. Today it is different" - The COO said.
"That is scapegoating. The team finds one person to blame for. Others feel safe." - a Head of HR said. Top management of a financial institution gathered together in a conference room outside the company. The CEO expected the team to leave all operation issues aside. She wanted to concentrate discussion on the future vision and strategy. Read more ...
Building Great Leadership Teams
"I want my top team being accountable for the entire organization. I wish we discuss an overall business performance, not functional performance" - a CEO of Financial institution said.
"Each and every Leadership Team needs time and space to ventilate, regenerate and boost energy, in order to drive the Organization forwards". Your Top Team's energy directly impacts the energy of the Entire Organization. Board Members carries a huge burden on their shoulders, every day. You can choose to drive your team out of energy, or do something to uplift your team. Read more ...
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