Denna vecka summerar vi tidningen Chief Executive’s artikel om det fatala misstaget som nya vd:ar gör – att inte bygga relationer med sin styrelse. Detta är en av top-tre värsta misstagen som VD:ar anger i en studie som gjorts kring deras personliga reflektioner av misstag i karriären.

För att utveckla framgångsrika relationer måste en ny VD direkt hoppa på tåget med att skapa sin roll i styrelsen. Men ett av de största problemen med nya VD / styrelserelationer kan vara bristen på gemensamt sammanhang ”kontext”. För att lösa detta problem bör en VD fokusera på att börja förstå styrelsen, förstå dynamiken och utveckla en plan för att utveckla relation med varje styrelseledamot.

 

För att hjälpa VD: er att navigera i denna process har artikelförfattarna identifierat sex gemensamma typ-styrelseledamöter:

”The Engaged Partner knows he is not managing the business, but is there to give advice and accountability. If a board doesn’t consist of at least three-quarters engaged partners, a CEO should look to proactively add and develop a few more to add to the board, as the engaged partner will help a CEO be his or her best.

The Quiet Expert has knowledge and experience but needs to be asked to give input. While this board member has more competence than influence, engaging him by proactively asking for input or putting him in situations where his expertise can be utilized is the best course of action.

The Rubber Stamper aligns himself with the CEO and the most powerful board members. This board member is looking to get hired on additional boards, which means he is always trying to be agreeable. Overlooking a rubber stamper is unwise for a new CEO. The best way to work with a rubber stamper is to know who he sees as influential on the board, especially as big decisions are being made.

The Micromanager wants to prove his value, and sometimes superiority. This board member can be dangerous for a CEO because the micromanager’s behavior can weaken the CEO’s power and cause undue disruptions on the board. If the micromanager is merely misguided, a CEO can give assignments that suit the micromanager’s skills and align with the business. If this board member is disruptive, a CEO can look for others to coach him or have him removed.

The CEO-in-waiting is after the CEO’s job. A good way for a new CEO to determine who on the board falls into this category is to ask who else was seeking the job. Once a CEO-in-waiting is identified, the best action is to be open and find ways to use his skills and expertise so he can add value.

The Activist is put on the board by a hedge fund or private equity firm. This board member has a specific agenda. Because the activist is loyal elsewhere, an effective way to deal with her is to find common ground and build from there.”

 

 

Som Robert Spano, dirigenten i Atlanta Orchestra, sa till författarna: ”En bra dirigent lyssnar mycket på att förstå sina artister: vad de tycker, vad de är oroliga för, vad motiverar och gör dem besvikna. Dirigenten gör allt detta med det enda syftet att betjäna musikens vision. ”På samma sätt hjälper användandet av kunskap, relationer och resurser hos en grupp styrelseledamöter dig att uppnå verksamhetens fulla potential.”