An annual cycle

A few years ago, running a new board member induction, a newly appointed director prefaced a question to me with the 5 wonderful words “This might sound stupid, but . . .”

I answered her (anything but stupid) question and then asked everyone to write the 5 words down with a promise that they socialise them in their respective boards as permission to ask ANY question.

As a new board members (and sometimes an an experienced one) who among us has not worried about looking foolish among colleagues by asking what a particular abbreviation means or looking for an answer to a question (warning ourselves that any competent director on this board would already know)?

Anytime I have introduced this approach, it has taken at most 10 minutes before someone uses the magic words and asks a question at least 2 others are still struggling to ask (usually accompanied by some laughter).

Try it. It works a treat.

TED.COM has a wonderful talk by Benjamin Zander where he asks why is it that the conductor of an orchestra is the only one holding an instrument (a baton) that makes no musical sound?

And immediately answers “because his job is to get the best music from the other members of the orchestra!”

It’s a really good analogue – in my view – for the job of Chair – to get the best from all fellow board members.

Which brings me to the 5 best words a Chair can say:

“So, what I’m hearing is . . .”

No leading, no grandstanding, no monopolising. At most (considering the Chair´s job to run the meeting) 10% of total air time.

Not that every Chair follows the rule – in one board evaluation, I calculated that the Chair and CEO took 70% of meeting time between them for the meeting I was observing.

At the end of a long (and demanding) day, a man deserves some rewards:

Biscarrosse (my latest stop) is notable for a couple of things – one is a big oil reserve and the other a rich history of seaplanes.

Just like Foynes (the wikipedia entry reads:)

During the late 1930s and early 1940s, land-based planes lacked sufficient flying range for Atlantic crossings. Foynes was the last port of call on its eastern shore for seaplanes. As a result, Foynes would become one of the biggest civilian airports in Europe during World War II. Surveying flights for flying boat operations were made by Charles Lindbergh in 1933 and a terminal was begun in 1935. The first transatlantic proving flights were operated on 5 July 1937 with a Pan AmSikorsky S-42 service from Botwood, Newfoundland on the Bay of Exploits and a BOACShort Empire service from Foynes with successful transits of twelve and fifteen-and-a-quarter hours respectively. Services to New York, Southampton, Montreal, Poole and Lisbon followed, the first non-stop New York service operating on 22 June 1942 in 25 hours 40 minutes.

But Foynes has another claim to fame (unaudited!), Irish Coffee:

I’ve always loved French Food Markets – let the pictures speak for themselves:

Have you ever seen a stall selling only vanilla pods?

I rest my case

I’ve always liked acronyms as an aide-memoire. This one I came across recently from a Board Chair I was helping – WAIT – and it’s great:

Why

Am

I

Talking

??

It’s a great challenge – for Board members and Chair alike. The follow-on questions (my suggestions) include:

– how valuable is the contribution I’m making?

– has it been made already?

– am I taking from the time of a colleague board member who has not yet spoken?

Food for thought.

(P.S. – anyone spot the missing leg??!! Bless Open AI – has come so far, but has so far yet to go!!)

Recently, I had occasion to discuss the 4 Ds (Drop Delegate Defer Do) in another context – and the thought came to me today (as it does when you’re cycling for hours) – how would I apply that at a board level?

My ideas, below, come from having worked with over 100 boards in the last 10 years. (Applying them on the boards I sit on/Chair is, perhaps, the real asset test – but I’ll come to that later.)

So, one idea for each? Here goes. . .

Drop – too many board meetings, in my experience, can end up with way too many agenda items. The all-time record – for a 2-hour meeting I observed as part of a board evaluation – was 39 ! (Harvard, in one of their publications, recommends 5, or up to 8 at most). Key Idea – Noses in, Hands Off!! – ruthlessly eliminate agenda items that, frankly, are not the business of the board (let management manage (and hold them accountable))

Delegate – why should the board concern itself with things that Management is perfectly able to address. Often, the board feels it has to take charge when it simply does not trust management sufficiently. Key Idea – update your Reserved Powers/Delegated Authorities. Trust Management to do their job – and oversee them as needed (and no more) – and use your Board Committees to do the ‘heavy lifting’ for things that can’t be delegated to Management

Defer – some boards are so anxious to get everything done that they end up overwhelmed with too many jobs, too early in the year ( and end up not doing any of them justice). Key Idea – use an Annual Workplan to (1) ensure you cover everything you have to (map to Terms of Reference) and (2) balance the workload over the entire year

Do – ever seen a board meeting dominated by management? I certainly have – management are allowed to take the majority of time and the board struggles to have its say. Key Idea – ensure each agenda item has a clear “ask” of the board (“for information”, “for discussion” or “for decision/approval”) and then ensure board members have the time to respond ( for a 20 min slot, give the relevant manager 3 minutes to direct the attention of the Board and then use 17 minutes to get the board’s input)

Practice what you preach?

Easy to say, tougher to do! That applies to every board I have seen. Even the very best can always look for improvements. That’s why I seek to ensure a 10 minute slot t the end of every meeting to identify (1) things colleagues really liked about the meeting and (2) one enhancement they would like to see in the next meeting (certainly keeps me honest when I’m chairing!)

If you have a favourite suggestion, post it below

On the coast of Arcachon Bay in France, the Dune of Pilat is Europe’s tallest sand dune, stretching nearly 3 km in length and towering above the Atlantic at over 100 meters.

It’s a demanding ascent to the summit – but well worth it for the spectacular view.

Day 1

Dedicated cycle path

Dedicated cyclist

19C, sunny, light wind

120 bpm

What’s not to like?