Bridging the Gap:
GI

Bridging the Gap:

Effective Communication Strategies for Executives and Boards

In the dynamic landscape of Irish business, fostering a strong relationship between executives and boards is no longer a luxury, but a necessity. Some recent international studies paint an interesting picture: it seems only half of board members feel the materials presented by executives are valuable.

This disconnect hinders strategic alignment and informed decision-making.

Here at Governance Ireland, we understand the importance of robust communication channels. Through extensive practical experience and our work with our clients, we've identified some strategies that owe feel may bridge the gap between executives and boards, thereby paving the way for a collaborative and successful future.

Strategy 1: Understanding the Board's Role and Dynamics

Start as you mean to continue and a clear understanding of the board's function is paramount. Unlike executives immersed in day-to-day operations, the board focuses on broader governance issues – CEO succession, risk management, and safeguarding stakeholder interests.

An effective boards thrive on constructive dialogue and diverse perspectives.

This "healthy tension" leads to more robust decision-making.

Open and transparent communication is crucial.

Board members need clear insights into your concerns, even when solutions are unclear.

Substandard board materials hinder their ability to identify risks, make informed decisions, and drive strategic change.

Remember, board inquiries are not personal attacks, but attempts to gain deeper understanding. In our experience openness fosters expansive thinking and leverages the collective wisdom of the board.

Strategy 2: Fostering Informal Engagement

We see effective boards that go beyond formal meetings. Regular interaction with the company allows them to stay attuned to organisational dynamics.

So we recommend that you Identify board members particularly interested in your area and proactively engage with them before submitting board papers. This feedback ensures clarity and facilitates meaningful discussions.

Consider informal gatherings at the office or social settings (ensuring appropriate boundaries) to delve deeper into strategic execution without formal presentations. These discussions allow for in-depth exploration of challenges and expose board members to talent and diverse organisational realities.

Ultimately, they build trust and strengthen relationships, leading to a more successful organisation.

Strategy 3: Tailoring Board Communications

Clearly board members aren't immersed in daily operations. Structured communication with comprehensive information and context is essential. Avoid simply repurposing management reports and invest time in crafting clear, concise board papers specifically tailored for your audience. Use simple language, active voice, and prioritise strategic content over operational details. Technical information or data should be presented in an appendix with key points highlighted in the main document. Adopt data visualisation tools and dashboards.

In collaboration with your Company Secretary, adopt a consistent approach for board papers:

  • Clear Request: Outline the specific action or decision sought from the board.
  • Executive Summary: Provide a concise overview of the key points.
  • Background and Context: Include relevant information including external factors like market trends and competitor activity.
  • Discussion Points and Proposed Actions: Clearly present key issues, proposed actions, required approvals, and timelines.
  • Limited Talking Points: Prepare key points for board presentations, but ensure the paper is comprehensive enough to stand alone.

For Chairs we recommend that they encourage open dialogue and actively seek board member input for a truly strategic conversation.

By embracing these strategies, executives and boards can transform boardroom interactions into a catalyst for success.

It's our belief that improved communication fosters a collaborative environment where both parties can navigate the dynamic Irish business landscape and chart a clear course for the future.

Hope you found this of some interest and feel free to reach out if we can be of any further assistance.



We would welcome your views on bridging the gap

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