Have you even been in a situation where you believe the information being presented to you isn't entirely correct?
That's not to say it has been deliberately tampered with, but something is wrong and you can sense it.
When you're not being given all the information, it could be a case of 'CEO Syndrome'.
CEO Syndrome is the result of information filtering (conscious or unconscious). Staff members may filter the information they believe will cause their CEO or manager to respond negatively.
This can create a biased source of information. Often, it's the CEO's or manager's own behavior that has created this need for a distorted reality. In this episode of The Conscious Chief Executive, we explore how CEO Syndrome is created and the three best ways to combat its development.
More on Governance
If your board were built today for the next decade, who would still be sitting at the table? In an environment shaped by accelerating change, it’s a question no board can afford to ignore.
Board performance is often undermined not by strategy, but by predictable director behaviours that derail discussion and decision making. These patterns are familiar in most boardrooms and require different interventions from the chair. This article outlines practical strategies and targeted questions to help boards stay focused, balanced and effective.
Board portals are only as good as the directors using them, because a lack of confidence or trust will hinder their full adoption, say experts.
In this AICD article written by Jessica Mudditt, governance experts including Steven Bowman FAICD explain why board portals play a pivotal role in streamlining governance processes and communicating more effectively and efficiently with directors.
Before you say yes to your first not-for-profit board, find out what you need to know, the questions you should ask and what can happen if governance goes wrong. Article featuring Steven Bowman and written by Domini Stuart, Journalist, AICD.
More from the Conscious CEO Series
What are you really saying when you present your board report as a commentary on how 'busy' you have been? This common approach should be abandoned in favor of board reports that focus on your strategic plan.
Removing an underperforming Board member is an exercise that must be handled with care especially if the director in question still feels passionately about the organization, but are unsuitable for future tenure.
Given the fast-changing, volatile environment most boards operate in, directors will rarely have enough information to make watertight decisions. Instead, they must rely on their personal attributes and behavioural dispositions to navigate uncertainty and drive effective decision making.