The sun-drenched weeks of Summer provided me with an opportunity for reading and reflecting. One recurrent theme was underpinned by client approaches from a variety of sectors and territories. Our conversations highlighted the need for realistic expectations, pragmatism and commitment. They went something like this:
‘We need to change the way our Board behaves.’
‘What behaviour would you like to change?’
‘Why do you behave in that way?’
‘Who has noticed the behaviour and its impact?’
‘Who agrees that it needs to change?’
‘Who wants to make it change?’
‘Our board doesn’t share a common philosophy or agenda.’
‘What governance processes do you have in place?’
‘How can you identify individual Board member motivations?’
‘How can you present evidence of differences effectively?’
‘How can you develop Board consensus on the organisation’s purpose, aspirations and beliefs
How can you develop the commitment to change?’
‘We need to do it now because….’
‘What has triggered this urgency?’
‘How much time and effort are you prepared to invest?’
‘How can you build on the existing Board schedule?’
‘How long will it really take?’
‘How can you monitor improvements?’
And the result
Situationally Intelligent programme plans with an increased chance of success.
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