How to Assess & Improve Your Board’s Performance
I read recently a quote that stated “people don’t leave organisations they leave bad bosses”, well perhaps that’s not true for all cases but it must hold water for a fair proportion of them.
At least it may be a reason that employees start looking for alternative employment. It may be that the employee doesn’t like their line manager’s style or probably they have a problem with the leadership of the organisation.
Disruptive Decision Making
It’s been proven that most people exhibit the symptoms of stress when they feel they have no control over their daily or working lives. Thus, although business leaders often suffer from stress or burn out, it’s most often found in the lower tiers of the organisation. We’ve all seen or even been party to decisions that seem quite logical or sensible in the Boardroom that then cause distress and chaos when introduced within the company. So it’s very important that the leadership of an organisation is seen to be doing the right things and to be working together as a team. Nothing causes more damage than disunity and lack of confidence within the leadership team. That includes both executives AND non-executive functions.
Leading The Organisation Forward
It’s essential that the Chairman and Chief Executive, or business owner in a private business, create and nurture a team that can take the business forward or indeed manage successfully in tough times. Touching upon that, it’s also important to have the right people in the right place during the various stages of the economic cycle. Particularly in a private business it’s imperative the owner doesn’t recruit in their own image or exhibit behaviours that discourage direct reports from challenging them. Part of this is valuing diversity within the management team.
It’s still appalling how few women take their rightful place on the Board particularly in the manufacturing and engineering sectors. It’s also important that the team has created a business strategy that all colleagues can buy into and understand what they have to do to make it happen. It’s also important that the leadership agree a set of values to underpin the behaviours they want the organisation to stand for and, crucially, they are seen to live and breathe those values in everything they do.
The second part of this discussion focuses on how a boardroom can deal with change to prevent as little disruption within the organisation as possible.photo credit: Tyler Merbler cc
David Seall is well known to many businesses across London and the South East as an Independent Director and Chartered Engineer specialising in the Manufacturing and Engineering sectors. David worked for many years in the Aerospace and Defence industry and was Chief Executive of the Engineering Employers Federation for London and the South East (EEF South) for over 10 years, working with hundreds of companies.