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Every time I find high level dysfunction in an organization, it revolves around role confusion in the boardroom.
Every time? Yes – without fail!
“What’s up?” I ask.Board members lament that the CEO isn’t doing her job. CEOs complain that the Board is interfering with organizational operations.
What’s the real story? And what’s the remedy?
At the risk of oversimplification let me offer this solution:
Always.
Simply put, everything that comes to the attention of your organization either consists of governance or not governance. Everything.
Governance must always and only be handled by the Board.
Not governance – all of it – belongs to the CEO. And he or she must directly handle not governance (leadership, management, execution, micromanagement) or delegate it to the support staff.
Period.
Let me assure you this is easier said than done. It’s difficult, but certainly not impossible.
And once the roles are clarified around this reality, everything – yes everything – goes much more smoothly.
The temporary pain resulting from this adjustment is more than repaid by the rapid result: a healthy organization. One in which the board and CEO are each staying in their own lane, working together to achieve one common vision.
If you face these frustrations, take a close look at the source of the dysfunction. Then develop specific steps to implement this crucial discipline.
Your friend,
Kent Stroman
America’s ASKing Coach
PS: Today’s boardroom tips come directly from my latest book, The Accidental Intentional Board. If you don’t already have it, click here. Better yet, why not buy a copy for everyone on your board?
PPS: If it’s time for your board to take its game up a notch (or two) let’s talk. Our board retreats and governance consulting could be just what you’re looking for!