At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs.
How CEOs Can Work with an Active Board
Communicate less formally, more intensively, and more often.
August 08, 2017
Nicholas Blechman for HBR
Summary.
At companies of almost all sizes, across all sectors, boards are undergoing a profound transformation. Largely as a result of intensifying shareholder intolerance of mediocre or poor corporate performance, the ceremonial boards of the past are being replaced by active boards that are more demanding of managers and more intrusive in their affairs. This change can be daunting and frustrating for CEOs. However, based on our experience of advising CEOs, operating as CEOs, and sitting on boards, we have found that executives can be effective in the new environment by revamping their interactions with their boards. It consists of four approaches.
- Work with board members individually as well as in the group — and selectively seek their help
- Communicate less formally, more intensively, more often
- Expose Level 3 and 4 managers to the board.
- Handle strategic planning…strategically