How would you describe your relationship with your board? Would you say that is harmonious? Or would you say that it is contentious? If you and your board are at odds with each other, then it is likely that you are not in alignment.
I have found in working with myriad boards and CEOs that oftentimes the confrontation is caused by confusion. There is discord between the CEO and the board because they are not in alignment.
The good news is that—as long as there is no executive malfeasance— a skilled facilitator can usually restore CEO-board relations by clearing up the confusion. However, a mediator may be required if the standoff is deep-seated.
If you are your board are not in alignment, here are the three areas where there may be confusion in the CEO-board relationship.
Your culture defines how things are done at your organization. But it’s possible your culture defines how things are not done at your organization. Instead of moving your organization forward, it’s possible your culture is holding you back. If that’s the case, you have a toxic culture.
A toxic culture makes everything more difficult at your organization. Eventually a toxic culture will cause you to lose your best people, decrease your productivity, and reduce your profitability. And it will only get worse unless it’s identified and addressed.
Here are four signs that you have a toxic culture at your workplace.
CEOs need leadership coaching. It may not seem like it because they are already in the top job. But the fact is that CEOs need leadership coaching probably more than anyone else in the organization.
Now, it’s true that you want to build your future leaders through leadership coaching. They do need to be coached in how to lead better than they currently do. No one disputes that. But many CEOs don’t realize they need leadership coaching for themselves.
Here are four reasons why CEOs need leadership coaching more than anyone else in the organization.
I recently conducted a culture audit for a company that has an outstanding culture. This company has had a meteoric rise in its six years, especially considering the serious challenges they have overcome in their first years. But a surprising number of employees felt that they were being treated unfairly and that their colleagues were not pulling their full weight. And they would not have known that their employees felt that way without the audit.
I’ve found that the worse the culture at an organization, the less likely they want to do anything to fix the culture. It’s the companies that have a good culture—like the one I just did the audit for—that want to make their culture even better.
Ignorance about your company culture is not bliss. Here are three reasons why you should consider having a culture audit.
When you ask people what they want out of life, they often say that they “want to be happy.” But research has shown that happiness isn’t as fulfilling as we might think it is.
Roy Baumeister and other social psychologists published a study in the Journal of Positive Psychology investigating the difference between meaningfulness and happiness.
Based on their investigation, here are three findings that they discovered.
When I was in sixth grade, I was pretty good at guessing. I couldn’t see the blackboard that well from where I sat, so I learned how to recognize the patterns of the letters and numbers. But when I was preparing to go to junior high, I thought it would be worth getting glasses so that I could see the board. I knew I would be at a new school with new kids I had never met before, so I figured that would be a good time to make the change and get new glasses. If I wanted to see the board, I realized I would have to make a change. I couldn’t expect to see the board without doing something different. As much as I didn’t want to have glasses, I wanted to be able to see the board more. So I was willing to make a change. Because new situations require new paradigms.
You will face similar situations in your life. You may not want to have to change, but you will feel the pain of not changing is greater than the discomfort of doing something different.
I tell my clients all the time that if you always do what you’ve always done, then you will always get what you’ve always got. The thinking that brought you to where you are is not usually the thinking that will get you to where you want to go. You have to be willing to change the way that you think. Because new situations require new paradigms.
Based on the parable Jesus told in Luke 5:36-39, here are three ways people resist making changes in how they perceive things.
Here in the Shenandoah Valley of Virginia where I live, we have horses on our property. But these horses are skittish. If you approach one of the horses by walking toward it, the horse will run away from you. It will think that you are a predator coming after it. In order to approach the horse, you cannot walk toward it directly. You have to walk like you’re going somewhere else, and approach the horse indirectly. If the horse thinks that it is the focus of your pursuit, you won’t be able to get to the horse. But if it thinks that you are pursuing something else, then you will be able to get to the horse.
That situation is like so many other things in life: You can’t focus on your goal directly, or else your goal will prove elusive. You have to pursue something else in order to get to your ultimate goal. Because the goal is the pursuit, not the goal.
Here are three situations where you cannot focus on your destination, but instead you must focus on the journey.
What makes you you? When someone says to you, “Tell me about yourself,” what do you say? Are you the profession you chose? Are you the organizations that you belong to? Or are you your ethnicity? What is it that you allow to define yourself?
Many people assume their identity stems from who they believe they are, and many take their identity from external realities. When asked what they do, they respond, “I am an architect.” Or “I am a dentist.” By responding that way, they allow their profession to define them.
Others define themselves by the organizations they are part of. They may say, “I am the NRA.” Or “Once a Marine, always a Marine.” I think it’s great to be part of organizations. God made people to be relational, so it is perfectly fine to be part of organizations. But when people allow organizations to define them to the point of giving them their identity, then that becomes a problem.
Then there are others who allow themselves to be defined by their ethnicity. They may describe themselves as Scottish, or Chinese, or African (all three of those ethnicities live in my house), and I think it’s great to be proud of your ethnic heritage. But when your ethnicity defines who you are, then you lose your identity to your national origin.
So how should you think about your identity? Here are three principles to guide your thinking in that context.
I’ve been asked many times throughout my career if I am a pastor. And since I am not ordained, I respond in the negative. But I am a minister. And for that matter, so are you. Because your business is God’s business.
What you do for a living matters to God. While God wants some of us to become pastors, He does not want all of His kids to become pastors. He wants some of us to be involved in the business world. By serving Him in business, we can be ministers of reconciliation (2 Corinthians 5:18-20) to those we work with, those we work for, and those who work for us.
God wants you to do your work so that others see Him in your work. You do that best when you conduct yourself as a person of integrity. God wants you to do the right thing even if no one is there to check up on you. He wants you to use, what Proverbs 16:11 (NIV) calls, “honest scales.”
Based on Proverbs 16:11, here are three reasons why “honest scales” are important in God’s business.
How’s your personality trajectory? Do you like the person you are becoming? Do you feel you are becoming more like the person you want to be? If not, it may have something to do with the people you hang around. You will become like who you hang around.
Think through what kind of person you want to become. And consider the people you hang around. To change your personality trajectory, allow yourself to meet new people. You will become like the people you surround yourself with.
Here are three key questions you must ask yourself in order to be aware of the influence that the people you hang around have over you.