Watching how board members arrive says a lot about the dynamics of a Board
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Watching how board members arrive says a lot about the dynamics of a Board

I’ve observed a number of public sector boards recently and I’ve noticed how different boards have a distinctive ‘feel’ to them.  I can usually tell from how board members show up what the meeting is going to be like.

Some boards have a lively buzz about them before they start their meeting.  Board members arrive curious and enthusiastic. They greet each other. The mood is light and energetic.  There is often noisy chatter and sometimes laughter.

Other boards are quiet. Board members seem to have very little connection with each other.  There is no real eye contact.  They turn up and read their papers, check their phones or look at their ipads in isolation until the meeting is ready to start.  

There isn’t much difference in the complexity or seriousness of the subjects under discussion or of the weight of papers.  Most public board agendas are pretty similar.   However, the quality of conversation around the board table differs significantly.  The depth of enquiry and the degree of constructive, respectful challenge is greater on boards that arrive well.  

I expect much of it has to do with intention.  What do board members intend for their meetings – is it to share perspectives about the issues on the agenda and to have a high quality conversation that moves the organization forward?  Is it to represent a particular point of view and hold tightly to it in the face of anticipated opposition? Is it to simply report back on conversations held elsewhere?

Various things get in the way of effective boardroom conversations: ideas of hierarchy: the conversational rules adopted by the Chair (only speak through the Chair or only speak when invited to by the Chair); a culture of politeness; a fear of getting it wrong and of being judged and a fear of consequences.  But when we start with the intention to have powerful, meaningful conversations we generally do.

Arrive early for your next board meeting and pay attention to how you and your fellow board members show up. You might be surprised.

Cheryl Grassam

Procurement, Supply Chain & Operations Specialist

5 å¹´

Margaret, do you think the outcomes are as different as the conduct of the conversation?

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Esther Roberton

Expert in corporate, civic and constitutional governance

5 å¹´

Thanks Margaret!

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Margaret Williamson

Board and organisation development (helping leaders & organisations change, develop & grow), Avatar? Master

5 å¹´

I can't say I'm surprised. I have seen a wide range of behaviours in the boards I have observed and there is no doubt that the style of the Chair has an important impact.

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Esther Roberton

Expert in corporate, civic and constitutional governance

5 å¹´

A fascinating article Margaret. There’s no doubt which category the NHS 24 Board fits. A bunch of great people and definitely lively and engaged as well as great fun.?

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