Intro

Executive Board (ExCo), Senior Leadership Team (SLT) or Management Board (MB). The company ‘Boards’ are known by many titles, but they all have the same responsibility - running and managing an organisation. They are integral to directing a business, making sure it is achieving its strategic goals, whilst also championing its people to be aligned on the journey too.

Like any high-performing unit, the Board is at its best when it operates as a ‘team.’ This means that the challenges the Board face are no different from that of any other team - goals, dynamics and performance. Except with one crucial difference, the stakes are higher.

These stakes typically involve stakeholders, such as private owners, multiple shareholders or other business investors. Much of the Board member mindset is conditioned to predict, reflect and respond to the needs of these stakeholders usually in the form of revenue, growth and returns.

So what…?

As a leader yourself, as either a member of a Board, a non-executive or even reporting into one, you almost certainly have stumbled across challenges including:

The ‘Simon Says’ boss; someone who knows all the answers and just requires teams to deliver to their view of the world. Typically, these individuals are closed to outside suggestions, even in adversity due to their own extensive ‘experience’ or ‘ego’ The market or a key competitor moving to offer different propositions Business and operating models not being reviewed or revisited in the digital age Inertia; hierarchy and bureaucracy hampering progress

One of the most significant, which is rarely spoken about, is the Board not listening as they focus on short-term gains for stakeholders.

Wanting to visit this almost unchartered territory, S&S invited some of the best and most experienced brains to an event at its HQ, to unpick and share insights on how to tackle decisions, behaviours and priorities and even non-executives in the boardroom.

From this ‘power of the crowd’ session, five key themes (on the right) were uncovered to deal with a stubborn, oblivious or stagnant Board.

This orange-paper will delve into these themes, unlocking the techniques, tactics and best approaches.

Ken Towning and Adrian Stalham Sullivan & Stanley (S&S)