The job is always serving the shareholders, but it’s hard to serve the shareholders unless you serve the customers and clients. It’s hard to serve the customers and clients unless you serve the employees, your people. If you don’t have a competent, capable, and loyal team of people your employees you aren’t going anywhere! – – If you don’t it” you won’t it”! “get – “get So let’s flip it over What management from the board is: doesn’t need … A bunch of part-time CEOs: Who live off a diet of second guessing. Who don’t understand that the board’s role is: in” and out.” “Eyes “fingers (Look at, but don’t touch, the management apparatus.) Who think their job is to play with the management team, the CEO, “gotcha” COO, or CFO. I have seen the boardroom bullies in action. Talking over everyone else, endlessly interrupting their colleagues, and even pounding tables in an effort to intimidate. They are easy to spot after a meeting or two but the real trick is to carefully screen – and interview board candidates, ahead of time, to determine their fit! You don’t want a bunch of naysayers but you also don’t want a bunch of yes men either. – As I hope you’re picking up, there is a line here, between board duty and management activity so make sure you don’t cross it and get everyone confused as – to just who’s in charge of what. And then as a last thing, it is important for a board to maintain its dignity, mutual respect, decorum, and civil behavior. Why do I say this? It’s simple: I have seen,
The job is always serving the shareholders, but it’s hard to serve the shareholders unless you serve the customers and clients. It’s hard to serve the customers and clients unless you serve the employees, your people. If you don’t have a competent, capable, and loyal team of people – your employees – you aren’t going anywhere! If you don’t “get it” – you won’t “get it”! So let’s flip it over … What management doesn’t need from the board is: A bunch of part-time CEOs: Who live off a diet of second guessing. Who don’t understand that the board’s role is: “Eyes in” and “fingers out.” (Look at, but don’t touch, the management apparatus.) Who think their job is to play “gotcha” with the management team, the CEO, COO, or CFO. I have seen the boardroom bullies in action. Talking over everyone else, endlessly interrupting their colleagues, and even pounding tables in an effort to intimidate. They are easy to spot after a meeting or two – but the real trick is to carefully screen and interview board candidates, ahead of time, to determine their fit! You don’t want a bunch of naysayers – but you also don’t want a bunch of yes men either. As I hope you’re picking up, there is a line here, between board duty and management activity – so make sure you don’t cross it and get everyone confused as to just who’s in charge of what. And then as a last thing, it is important for a board to maintain its dignity, mutual respect, decorum, and civil behavior. Why do I say this? It’s simple: I have seen,
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