Trusted Advisor helping CEOs and Board Chairs of private and small-cap companies turn tension and conflict into alignment and clarity.
I admit, this is something I say a lot. Well-meaning leaders bring “recommendations” to a board without giving them the time or space to engage well. Sometimes it’s from the CEO. Sometimes it’s actually from a committee of the board. It’s well-meaning. But it’s not a recommendation, it’s a decision, and it’s not good governance. Going against a recommendation is very awkward and very rare. Next time, bring options and pros and cons, not a recommendation.
All too often CEOs run roughshod over their board with “recommendations” that aren’t recommendations at all—they are fully formed decisions and plans that render the board nothing more than a rubber stamp of approval. That’s not how healthy organizations run and that’s not how great leaders engage. Great leaders let their board direct and protect, and keep their own focus on implementation. CEOs should bring ideas and questions, giving the board time and space to determine the course forward. Afterall, boards are supposed to make key decisions, not have them made on their behalf. Let your board be your board: Directing, protecting, and working as a team to see your organization hit its full potential. #boardofdirectors #ceoinsights #organizationalsuccess
Chairman @ LeaderOne Financial | Empowering Employees| Open Minded| Transparent| Long Game| Love|Peace|Believer
9moGood advice Jim. Its a good reminder. I think we are all guilty of that. Noted