Building Board effectiveness with a national television broadcaster
- 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.
- 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.
- Our interventions enabled a more productive dialogue at the Board level where members felt more comfortable to leverage their strengths to great effect. This ultimately led to a reduction in non-value adding dialogue.
- Through coaching, we focused on capability transfer throughout the organization, how to deal with conflict and have difficult conversations and ultimately created alignment around a shared mandate.