Coming from a background rich in running and governing organisations that are successful because they observe co-operatives principles, I work with Boards, Chairs and CEO’s to identify what might be barriers to collaboration and co-operation and develop solutions that address those particular causes. Teams at the top of organisations are not always top teams.
When I say teams at the top, I am referring to the very top – the Board of Directors, Chair and the CEO. Unity is strength and wonderful things could be achieved with improved collaboration, understanding and playing to position between all 3 levels.
This is often where I am invited to work with Boards – on critical aspects of collaboration at the highest levels of organisations.
Three Aspects of Collaboration
- Board Collaboration
It is reasonable to expect that when you bring together a group of talented individuals in one room around a dozen times a year and ask them to work together toward a common goal, there will be inevitable hiccups along the road to collaboration.
Boards that are not collaborating appropriately can’t be ignored. If unchecked, they can experience loss of momentum, frustration or lack of progress in achieving critical goals for the organisation.
- Board – Chair Collaboration
It can be difficult to prepare for the role of being the chair. Some would argue that you never know if you are ready to chair a board. It is after all, a role that works inside and outside the boardroom, leading a group of equals whilst at the same time, building a bridge between the board and management.
The special skills required, the delicacies of operating in the role with the board and the CEO and the resilience to be able to lead during a crisis are expected by many, but understood and appreciated by few.
- Board – CEO Collaboration
A board must forge a link with management that is both empowering and safe. The most important relationship in an organisation is that between the board and the CEO, yet too often Boards are not sensitive to crucial elements in building a profitable relationship.
The CEO is the agent of the board and he/she must be sure that they can safely interpret the board’s policies and take necessary actions knowing that the board will support his or her choices.
I help boards and CEO’s to be better aligned and to exhibit mutual trust which provides an essential element in the success of this relationship.