Introduction
Recently, an article in Forbes indicates that when boards of directors were asked to rank the top weaknesses of their CEO two reasons tied for first place. These were
- mentoring skills, and
- board engagement.
No Surprise
Does that result surprise any board member? I would think not.
Many CEOs are absorbed with pleasing their boards. This means
- watching the bottom line
- managing critical relationships
- fulfilling board members’ agendas
- coping with the board members’ whims, and
- providing board members with the minimal amount of information needed in order to avoid undue scrutiny and micromanagement.
What are the Real Priorities?
People management, mentoring, conflict resolution, living the values of the entity, and taking time to mentor others fall low on the totem pole of priorities.
In defence of the CEO, it is essential to recognize that board members want their needs met and can harshly judge the CEO when they are not. CEOs protect themselves. Why wouldn’t they? Most of them are on contract. This is their livelihood.
Boards have to consider what they are demanding of the CEO in terms of time and effort. They need to question their
- priorities
- strategic directions
- focus is on the big picture or only on the bottom line
- words and actions reflect the values they expect to see in practice in the entity, and
- dialogue with the CEO includes a
discussion about people and their importance to the growth and sustainability of the organization.
Final Note
Boards can have a significant effect on their CEOs. They influence the CEOs’ priorities, view of the entity, and focus. Therefore, where mentoring skills, and board engagement are issues, boards can take action to change that situation.
Don’t waste time blaming the CEOs. Look for ways to change the current dynamics.
