Lee Ellis's Blog, page 208
May 29, 2018
Fill-in-the-Blank – “The last time that I faced a fearful situation and…”
Fill-in-the-Blank – “The last time that I faced a fearful situation and had to move forward with courage was ______________________________.”
Please add your answers in the comments section below – thank you!
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May 28, 2018
May 27, 2018
On This Day in Leadership History, May 27th
On this day in leadership history in 1994, Nobel Prize-winning author Aleksandr Solzhenitsyn returned to Russia. He had been in exile for two decades after criticizing communism in his writings and books.
What’s the leadership lesson? Are you prepared to make any sacrifice necessary to do the right thing? Decide now before you’re face with that decision.
Aleksandr Solzhenitsyn – Wikipedia
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May 25, 2018
Leading with Honor Wisdom for Today, May 25, 2018
“You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face. You are able to say to yourself, ‘I lived through this horror. I can take the next thing that comes along.’ “– Eleanor Roosevelt
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May 24, 2018
Giving Permission to Your Support Network – Video Clip
In this clip, Lee Ellis coaches us on our vulnerability to make dishonorable decisions and actions when we don’t have a strong support system around us. If you don’t have at least one person that has permission to speak up when you’re about to make a bad call, make it a goal to find that person as soon as possible. Your life will be enriched by them!
This video is from Chapter 1 of his award-winning book, Engage with Honor: Building a Culture of Courageous Accountability.
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May 22, 2018
Join Us to Watch Monthly Video Coaching
Lee continues to offer free leadership video coaching every month! This month, he coaches us on “How to Avoid the Appearance of Wrongdoing”.
Sign up to get instant access, and best to you as you lead with honor!
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May 21, 2018
Do Your Board Member Personalities Play Well With Others?
(Editor’s Note: this month, we’re featuring an article from our strategic development partner, DNA Behavior. Carol Pocklington addresses an important and popular topic below that we hope is helpful to you.)
A board of directors is a body of elected or appointed members who jointly oversee the activities of a corporation or organization. Source: Wikipedia According to surveys commissioned by the UK Centre for Effective Dispute Resolution (CEDR), the most common topics of Boardroom disputes are:
40.3% Financial, structural or procedural workings of the organization
38.4% Personal behavior and attitudes of directors
37.2% Strategy development, including mergers and acquisitions
The impact of Boardroom disputes on the business:
49.3% Wasting management time
44.9% Distracting from core business
43.8% Reducing trust among board members
Frequency and difficulty of complicating factors:
52.5% Issues over competing factors on the board
49.6% Issues regarding the emotions of those involved in the dispute
49.2% Conflict of personal or family interests versus interest of the company
Skills training those Board members most frequently want:
74.8% Ability to deal with different personalities
73.0% Ability to give and receive constructive feedback
70.1% Ability to have difficult conversations
69.5% Communication skills
From my personal experience – let me add a few more thoughts:
Do you know the individual talents of the Board members?
Have you ever talked about the skill set they could bring to decision-making?
Being Behaviorally Smart
Are they a board member just because they have a marketable name – and they make your organization more appealing? If any of these thoughts sound an alarm – then reader – you are not acting Behaviorally Smart.
“A dysfunctional Board holds up decision making, causes headaches for the organization, and slows progress.” [Tweet This]
It’s time to get in and sort them out. Remember, most Boards have subcommittees, so first find the root of the dysfunction.
Consider this, board members are already successful in their own right, so they bring with them a significant array of useful talents. But they also bring ego, bias, and unchecked behaviors. So if board members are not in sync with one another and their focus is not on the role they have been asked to fulfill – agendas will be confused, decision-making will be more difficult, and the organization will suffer. Any decision-making body must be structured; not only regarding the way they conduct business but also from the standpoint that all members understand and respect each other’s opinion.
This structure is not achievable if the board lacks understanding of the personalities, communication styles, attitude towards finances and biases in play. The decision-making process will be stunted or fall apart altogether.
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Building the Right Way
The most effective way to assemble a cohesive board of directors is to have everyone complete a behavioral assessment such as the DNA Behavior Natural Discovery process. This platform provides deep behavioral insights to predict business risks and bridge gaps in communication. It is a Behaviorally Smart approach to ensuring that the business of the Board is managed competently and wisely so that the organization can function well and deliver outstanding results. By discovering board member personality insights it is possible to predict the group dynamic, their challenges and of course any go to behavior under pressure that might cause operational risk and poor decision making. You will see below the surface of the individual, and this will significantly impact how they work together.
Boards of directors are expected to perform, as in a fiduciary relationship, as an extended arm of shareholders in overseeing and controlling management activities in a manner that promotes shareholder interest. But when board members do not work well together, this type of environment stifles productivity and prevents board members from sharing constructive opinions. A meeting may become a venue for personal attacks rather than for focusing on coming to business decisions or providing constructive discussion.
Five Keys to Boardroom Success
Know the board members. Identify their talents and determine where they fit in overseeing the organization Discover their personality and communication style; this will radically impact the way in which the board is chaired, how discussions take place and more importantly, identify any potential behaviors that, under pressure, could gravely impact the business of the board.
Appoint a board member whose personality is that of a facilitator and is given the boardroom authority to manage the discussions.
Appoint a highly creative, out of the box, thinker who may well be able to suggest solutions worthy of discussion that resolve a matter.
Conduct a specific talent discovery process and openly reveal the talent and experience in the room. This shows the extent of the board room think tank. This delivers respect as board members defer to the colleague with the greatest experience in a particular area. This takes trust from management to a whole new level when they see the board members respect each other for the skills they bring to the table.
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Using the DNA Behavior Natural Discovery and Team Report, produce a boardroom team report that identifies behavioral gaps needed to have a balanced viewpoint in the room, strengths and limitations of the board members and how to use/manage them, issues most likely to raise tensions, bias and cultural challenges the group will face, and what personality gaps persist between key players such as the Chair and the CEO?
In conclusion
Jeffery A Sonnenfeld writing about good governance for the Harvard Business Review makes the following observation:
“For a board to truly fulfill its mission, it must monitor performance, advise the CEO, and provide connections with a broader world.” [Tweet This]
It must become a robust team whose members know how to ferret out the truth, challenge one another, and even have a good fight now and then. https://hbr.org/what-makes-great-boar... Only when you understand the personalities in the room can you determine whether the discussion is robust or chaotic.
CP
Assessing All of Your Professional Relationships
[image error]Knowing an individual’s natural leadership behaviors of your team is the smart way to lead. With this valuable information, you can determine the right fit for a particular job, evaluate timing for staff promotions, or train an entire team how to work better in unity, productivity, and performance.
Learn More about Leadership Behavior DNA(tm) and Contact Us for customized proposal.
About Carol Pocklington, DNA Behavior, Human Behavior Solutions Analyst:
Carol is a member of our research and development team assisting in the development of our behavioral products. She has worked with Hugh Massie since 2001 since the Financial DNA understanding concept was conceived. Original Article Link
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Graduation Season Gift Reminder – Save 30% Instantly
Just a quick reminder about 2-Book Leading with Honor book package for the 2018 Graduation season. Save 30% instantly when you buy both Lee Ellis leadership books together –
Shop in the Online Store, or order from your favorite book retailer such as Amazon or Barnes and Noble.
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May 20, 2018
On This Day in Leadership History, May 20th
On this day in leadership history in 1873, Levi Strauss patented and began marketing blue jeans with copper rivets. One day the wife of a local laborer asked Jacob to make a pair of pants for her husband that wouldn’t fall apart. Jacob tried to think of a way to strengthen his trousers and came up with the idea to put metal rivets at points of strain, like pocket corners and the base of the button fly. These riveted pants were an instant hit.
What’s the leadership lesson? Maybe your leadership style and strategy doesn’t need a complete overhaul, but you can adjust 1 or 2 things to make it better and impactful. Choose to make one change, and act on it!
Levi Strauss – Wikipedia
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May 18, 2018
Leading with Honor Wisdom for Today, May 18, 2018
“It’s not how we make mistakes, but how we correct them that defines us.” – unknown
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