Last week I urged you to stand in the shoes of your board so you could identify their problems and align what you do with what they need. The next challenge is showing them you understand their problem. Yes you can use words, however, as I said last week, the hardest thing to do in business
I have been running with a series of blogs about the boardroom. My R is for CanceR blog last week suggested some boards are totally disconnected with the discussion on risk. Is it their fault or yours? Whether it is about risk or any other topic, through my career I have concluded that the hardest thing to
I was talking to one of my blog readers recently about what happens in board rooms. It was sparked by my recent blog about getting the most out of the experience of the board members, despite board politics. I asked him about his experience with risk reporting and he gave me a new phrase to
My last few blogs have been about the boardroom. The need to tap into the board’s experience, by asking them the right questions and the approach management should be taking in their relationship with the board. This blog is about ensuring the board’s oversight is first class, triple A if you like. Management and the board are making
Do you think of your board as your customer? You probably do. If you don’t this might give you some food for thought: In his book EMERGENT, Stephen Scott Johnson talks about the old ways of building a relationship with your customer and the new, EMERGENT ways. His focus is heavily on co-creation. It’s more