Influencers

Many people forget there are different allies and influencers within a business. The right interactions, in the right situations, with the right people who can influence, can be a useful weapon in bringing people onboard and developing trust.

If you look at Non-Executive Directors or NEDs, for example, apart from often opening their own network and experience, their specific purpose is to be approachable and open-minded with the remit to challenge the status quo.

NEDs can be approached on or off-the-record, as they are carefully selected for their experience and discretion. So, if you have consulted a Board already and have not seen any change, it is sensible to approach a NED, provided that you cover the context, evidence and outcomes and not the activities.

Water-cooler conversations

Similarly, never underestimate the power of corridor (or water-cooler) conversations. When Board members ask “how is it going?”, take the opportunity to reply with a question of your own to seek clarity, priority or awareness. Make them see that you have the best interests of the business and avoid talking about personal ambitions unless asked specifically. This will build a rapport and trust for the future.

When engaging in corridor conversations with Board members, it is important to get around as many as possible, preferably all. Creating a minimum of two allies is recommended before you present formally in a Boardroom. Not everyone may agree or understand so be very careful not to miss anyone out; no-one will like surprises in the Boardroom.

HR Directors

HR Directors typically have a special relationship with CEOs and other Board members, which can be useful in helping with context, direction and any nerve hitting points to avoid.

The HR directors are aware of the dysfunctions and dynamics of personalities in the Boardroom and can offer useful tips on how to navigate them. Additionally, they will appreciate the steps you have taken to prepare.

Additional allies

Many Board members also rely heavily on a number two, or their personal assistant. These roles are key influencers and great sounding boards for checking in with on how to approach a Board member or indeed, the entire Boardroom. Very often they are less guarded than you might think and will show empathy as well as provide advice. Invariably, a key route to waking up a Board is to percolate messages through the direct reports and personal assistants.