©Lucy Burley Ceramics
In these challenging times, choosing to lead an organisation requires Situational Intelligence – knowing yourself well and understanding the context in which you operate. The following thoughts and questions are based on our Situational Intelligence methodology, co-created with Dr Laurence Lyons. They are informed by applying that thinking when coaching in the c suite and facilitating board development.
A director’s perspective
Sitting on a board is a responsibility and a privilege. People expect much of the individuals who lead organisations whether in the public, private or third sector. Scrutiny is continuous. Personal reputations are precious. They take time to build and can easily be lost.
The roles of directors and trustees should not to be undertaken lightly. It is wise to carefully pick the boards you join and ensure that you are properly supported in order to effectively fulfil your duties and obligations.
Whether you are a director of a large, listed entity in a regulated sector, a trustee of a charity, a director of a hospital or the founder of a small business, you are responsible and your liability can be unlimited. Look down the road and you will see more regulation and legislation coming.
There are no universal solutions, so understanding your context matters and informs the strategic choices you make. It is also important to recognise that as a member of a board, your beliefs, decisions and behaviour have a significant impact on the value you contribute to the organisations you lead.
Dr Laurence Lyons and I started working together in the early 1990s at the launch of The Henley Future Work Forum. We combined our experience of supporting boards and directors to highlight a different way of thinking, more relevant for the complex and changing business environments in which we operate. The result is our Situational Intelligence methodology, a pragmatic approach to making sense of our complex and volatile world.
Situational Intelligence is based on understanding the strategic context in which you operate, what your organisation is here to do, what it believes is good and right, what it wants to achieve and what priorities it has set. Defining your situation – your objectives and the people you need to engage with. Understanding what motivates each individual in that specific situation. Recognising your own strengths, potential and reputation. Once you have developed those insights, you are in a position to choose the approach which will create a motivated community of people prepared to enable you to achieve your objectives.
Responding to the headhunter – due diligence questions
Q1 Exactly what role is being offered?
Will the position provide me with the power to influence/decide/act?
What responsibilities and accountabilities are involved?
Therefore, what is the level of risk/liability and how does that fit with my own risk appetite?
What am I expected to give and what return will I get? What are the costs and benefits in tangible and intangible terms.
What value could I bring? Why me?
Q2 Would the right people be there with me?
Does everyone know what we are here to do – the purpose?
Does everyone know what board capability we need to deliver that purpose?
What value does each individual contribute?
Where are the board capability gaps? How could I fill them?
What is the boardroom culture – collaborative:challenging?
Q3 Are we clear about the way we will operate?
What governance framework would enable me to provide the expected value?
Where is the focus of the board’s attention – strategic:operational?
How diverse are the voices and insights offered and heard in the boardroom?
What opportunity exists to empower others to lead?
Is the board fit for purpose or fit for the future?
Navigating your path
Stepping forward takes courage. Awareness of your own strengths, style and reputation/ brand can increase your confidence. Your success is often based on your ability to contribute and orchestrate the contributions of others.
Curiosity helps you create and recognise opportunities, particularly those that are counter-intuitive. Preparing for those opportunities involves reflecting on the past, learning in the present and positioning yourself for the future.
The importance of developing a support network cannot be overstated. Ensuring you have a sounding board will enable you to engage in safe but challenging conversations. Expectations can be high that you will always have the answer. Your network is powerful when it included diversity of thinking and exposes you to a wide range of ideas.
It is always flattering to be approached but choosing wisely is essential for success.
Cutting Through the Grey 