At the end of a recent workshop facilitation for a board I congratulated them on how well they had participated in the discussion. That is, how well they followed consciously or unconsciously better practice for optimal board decision making. What did they do well? Here are a few key ones: The Chair did not speak
“Look me in the eye. You and I know we are both great decision makers, it’s everyone else that has the problem.” I have led so many workshops with this line when educating about our biases and gaps in our critical thinking. I explain that while we may feel perfectly comfortable making certain decisions, there
Strat gaps – strategic capability gaps. Every organisation has them. Some people hire to fill the gaps. Others invest plenty in technical competence development or on leadership development. How much have you invested in helping to improve the judgement of each of your team? I’m sure you coach them, encourage them and provide them with
Despite rising to where you are through great decision making, you know you’re not infallible (just ask your partner or closest friend!). Why? Regardless of your position within your organisation, you’re part of a team, and the vast majority of decisions – even those that are for you and you alone – will, in the
The ability to think critically and participate in robust debate are core skills needed by executives and boards. In What’s Wrong With Boards: Rethinking corporate governance, author Professor Fred Hilmer emphasises time and again that completing a skills matrix for a board and recruiting to complete it is wholeheartedly insufficient if these types of skills