Cutting Through The Grey

Reflections 3 years on

 

March 2020 Looking back at my diary, the month started with a busy week facilitating a number of different workshops for Boards of Directors and Governance Professionals in London. On Friday 6 March I replanned all my Q2 scheduled activity for virtual delivery. Looking back, it is difficult to identify the single trigger which prompted me to replan but based on my experience as a founder member of The Henley Future Work Forum (FWF) back in the 1980s, and my subsequent collaboration with Dr Laurence Lyons, the FWF Research Director, the technological and behavioural transition was smooth. I am fortunate to have a valued support network and trusted client relationships.

 

Adversity Much of my time over the last three years has been spent supporting business leaders as they navigate adversity. The privileged position of being invited to talk with leaders across multiple sectors and territories, highlights two truths:

Adversity corrodes inspirational leadership

and

Adversity reinforces inspirational leadership

Identifying angels and devils has pre-occupied business authors for decades. The corrosive damage which toxic behaviour can wreak on any organisation is universally recognised. Perhaps it is surprising that multiple recent examples exist of visible devilry being tolerated and condoned. The behaviour can be viral and damages people.

Conversely, spirits lift with examples of inspiring leadership practiced passionately and altruistically. This celebration of angels is also viral and draws together communities of loyal followers, eager to share and collaborate.  

Leaders Our decisions and behaviour are scrutinised to determine whether we are devils or angels, or perhaps a bit of both. Taking time to consider the impact we have on others is essential, but as a solitary activity we can be selective in what we choose to see and believe. It takes curiosity and also bravery to develop self-awareness of the real impact of our behaviour and how people perceive us.

 

Relationships Resilient and agile leaders nurture relationships, investing time and effort in building and sustaining trust. These relationships extend beyond the boundaries of their organisations and create continuous conversations which lead to shared solutions to challenges. It is heartening to hear many examples of supply chains and customers collaborating to sustain organisations in the difficult trading environment of the last three years.

 

Constructive challenge Talking to people who don’t think like us takes more effort but provides insights which may be far more valuable than existing in an echo chamber. Inspirational leaders are increasingly ensuring that they make robust strategic decisions by creating small groups of empowered individuals with the brief to rigorously test implications and impact.  The practice is not new. When co-writing the British Airways Leadership Story with Tony Voller back in 2004, we highlighted how the CEO, Rod Eddington, navigated the airline through 9/11 supported by a ‘Gang of 5’ constructive challengers who gathered ideas and perceptions from across the airline and beyond.

 

Learning The last three years have been characterised as ‘unprecedented.’ Reflecting on  the organisations who have navigated well, one characteristic stands out. They have experienced adversity before and learned from it. Going far beyond a mechanistic review process generating ‘lessons learned,’ these organisations have probed to discover causes behind symptoms and developed new ways of operating which anticipate change. Mistakes are shared not hidden and ‘near misses’ are discussed openly. This behaviour requires the visible sponsorship and involvement of all leaders to become instinctive. It requires inspirational leaders.

Behaviours to admire

 

As the season for recognition and awards progresses, stories are shared of the behaviour which defines excellence in organisations and their leaders.

With the privilege of coaching directors and their advisors over many years, delivering chartered qualifications and judging professional awards, common themes are apparent to me. They highlight the behaviour we admire and seek to emulate.

 

Explaining why – Organisations, initiatives and individuals who can clearly articulate their purpose are able to attract and retain the interest and attention of their audiences. Their decisions and behaviour are continuously judged against that purpose.

With a human face – It is easy to intend being clear about what you believe in, taking decisions in the light of those beliefs and behaving in a way which is consistent with your stated principles and values. Living your values at organisation and individual level takes effort but pays dividends. Values in practice are evident in the opportunities you choose not to pursue as well as the actions you take.

In conversation – Award-winning organisations and individuals recognise the importance of visible and continuous dialogue with their stakeholders. Their project Gannt-charts have ‘engagement activity’ as the top line. Effective conversations listen to the unfiltered voices of diverse people and respond in a way which demonstrates appreciation for ideas contributed and an understanding of concerns.  

Working together - Collaborative ventures, based on common understanding and commitment, deliver value for all participants. Identifying individuals and organisations with complementary strengths provides a foundation for creating productive and enjoyable relationships. Award winning partnerships are defined by natural curiosity, the desire to look beyond the current and obvious and anticipate changing trends and the opportunities they provide.  

For the greater good – Altruistic leaders, clearly motivated by more than self- interest, attract loyal followers. They understand that leadership is about more than directing and controlling. The generosity of spirit which enables others, characterises excellence. The media have labelled the late Queen Elizabeth II as a globally recognised exemplar of ‘servant leader’. Recognising the organisation as a separate legal entity, identifying the expectations and aspirations of all stakeholders and balancing the collective good are all characteristics of award-winning organisations.

And delivering - Promises made and kept inspire trust and confidence. They epitomise an organisation’s or individual’s lived brand. Intentions are laudable but delivery is essential. Excellence is demonstrated by behaviours that pay continuous attention to progress against objectives and that track both the achievement of outcomes and the approach taken.

Directors ask the right questions to develop Situational Intelligence

Effective boards know how to ask questions of their organisations and board advisors. The opportunities for individual directors to ask searching questions are often greatest during their own due diligence activity through the recruitment, appointment and onboarding process.

Remaining curious and asking challenging questions is an essential strength for any director. Vigilance is better than complacency given the significant responsibility and liability which directors carry.

Rigorous questioning can establish:

Fashion or true sentiment

Initiative or strategic intention

Clear purpose or agile rebranding

True or disposable values

It pays dividends to develop a real understanding of the context in which you are expected to add value as a director.

Words matter, behaviour must follow

Over decades, business language has developed. Fashionable boardroom vocabulary adopts three letter acronyms referencing philanthropy, socialisation, corporate responsibility, compliance, governance, stakeholder engagement, sustainability, diversity, inclusion, environmental conscience. The words which leaders use may change but to be trusted, true sentiment must be apparent and behaviour must follow.  A strong foundation for trust is to develop a clear and common understanding of what the words mean.

Purpose - why we exist

Purpose guides strategic choices, provides clarity and a rationale for activity.  It is seen by internal and external stakeholders and can guide consistency of messages. Director due diligence pre-appointment will often involve making judgements on the clarity and resilience of an organisation’s purpose.

Culture - what we believe and how we behave

Our values are evidenced by what we choose not to do as well as what we do and how we do it. Shrewd Director candidates use every opportunity to establish the extent to which beliefs, principles and values are embedded in an organisations’ practices. Beyond a menu of fine words is the reality of what is acceptable behaviour. Valuing difference underpins the practices which deliver diversity and inclusion. 

Strategy - what we aspire to be and how we will deliver that aspiration 

Multiple metrics arrive in the boardroom. Newly appointed Directors are in the privileged position of contributing to and observing strategic decision being made. Astute individuals notice what really drives strategic decision making and the success with which the organisation balances the requirement for short term performance with the need to build long term stability. Understanding the board’s appetite for risk and change and the level of organisational agility, helps newly appointed directors to challenge effectively.

Stakeholders - who we choose to work for and with

Our brand is a promise to our stakeholders. In a transparent world, all stakeholders can see the promises we make to each other. We are judged on whether our promises are fair and whether we keep them. If we can’t keep our promises we are judged by the clarity with which we explain why. In today’s turbulent world, demonstrating an understanding of  the attitudes, aspirations and intentions of organisational  stakeholders is one of the most critical strengths a newly appointed director can evidence.

Responsible business

Government, regulators, investors, talent and consumers are among the many stakeholders calling for clarity on the ways organisations make strategic decisions, prioritise and implement those decisions. Evidence is required to demonstrate materiality, commitment, action and the impact of initiatives.  The way in which a board formally and informally reports progress and performance is critical in developing stakeholder perceptions of the voracity of the board. Being a director is not for the faint hearted.

The Situationally Intelligent Director

 

 

My thanks to Erika Percival, CEO of Beyond Governance for inviting me to join her for this fascinating conversation about a directors perspective on Situational Intelligence, Leadership and Governance

 

Download AnnaBateson on The Situationally Intelligence Director

 

 

 

 

 

The art of conversation

We have learnt different ways of communicating in the virtual or hybrid world of work.

We try to create opportunities to talk and listen.

We try to notice how people are feeling.

We try to encourage others to share insights.

Our efforts are partially successful but we regret the ease with which these activities took place when we were together in the same place.

Are we mourning reality?

How does our age and tech savvy level impact our migration to this new world?

How depleted are our reserves of confidence and resilience?

Trust is the liquid which eases these conversations.

So which path will we take through the woods and who will walk with us?

2021 - A year to reflect on

2021 – a year to reflect on

As many of us return to being a largely ‘home bound population’, we may reflect on how well we have navigated our organisations through 2021. My ABC of strengths which differentiate successful leaders in the boardroom are:

Authenticity

Bravery

Curiosity

Being yourself and being courageous usually get a thumbs up from business founders and across the wider director community. They make sense. They come naturally.

Giving yourself permission and the time to be curious is often less instinctive. For some, curiosity is a natural strength. For others is needs to be nurtured. Curiosity sits behind so many ways in which effective directors think and act. Formulating strategy relies on the curiosity to scan the horizon; reviewing risk appetite involves the curiosity to build an understanding of different perceptions in and of the boardroom; inclusion relies on curiosity and a genuine interest in other perspectives.

Curiosity drives the places you go and the people you talk to; the times you stop and listen to someone who you haven’t heard before; the organisations you visit to see how they do things.

Curiosity is also about the holes you stop and look in; the skies you look up at; the puddles you jump in; the leaves you look under. Recapturing that childlike inquisitiveness can pay dividends in the serious world of business.

Being curious is often measured by the number of publications and information sources you read. Successful business leaders like Warren Buffett share their extensive daily reading regimes. Business publications signpost authors and articles. Strategy houses and academic institutions consolidate insights from multiple practitioners. We may simply resolve to read more in 2022.

In addition, we may embark on the year ahead with a determination to wonder and smile at the ingenuity of nature and mankind.