Building Board effectiveness with a national television broadcaster

Challenge

• A changing landscape and the appointment of a new Chair meant our client adopted a smaller, close-knit Board model. As a newly formed Board, they required support in how best to move forward and add value beyond regular governance responsibilities.
• Non-executives did not spend sufficient time outside of formal board meetings to share reflections and build relationships. Consequently, there was a lack of shared understanding and alignment around how the board could collectively add value.
• Non-executives felt managed by the CEO and senior executives. There was a sense that people went through the motions of listening and processing the inputs of the Board.
• Board members were too distant from senior executives as well as one another. There was broad appetite to invest time in building deeper relationships across all parties.

Solution

• We began with developmental, deep dive sessions with individual Board members to increase their self-awareness of their key strengths and development areas.
• We then led a team exercise to share key learnings about how their unique leadership styles impacted their work together.
• Additional coaching dialogues were set up with key stakeholders to enable the development of key leadership strengths that are imperative to the Board dynamics.