Partnering with the Board and C-Suite

Leadership advisory

Much of my work relates to leadership advisory at a Board and C-Suite level.  Issues at the top, such as relationship breakdowns or poor performance, are often left to deteriorate for too long because they are tough to tackle, loaded with risks and often directly involve the key decision makers at a very personal level. Internal HR teams are frequently too conflicted to be able to provide a truly neutral assessment that holds weight.

Yet problems at the top have an impact that ripples through the whole company.  Staff are quick to pick up on disharmony and forge allegiances to the detriment of team collaboration and common purpose.  People issues can soon become a huge distraction causing productivity to falter across the board.

As a neutral, independent party with deep experience of understanding and resolving work place conflict, my approach is to identify the key people directly involved or in a position to influence outcomes, and then to hold a series of confidential conversations on a 1:1 basis where I frame the right questions, and listen without judgement to assess the key themes, the balance of opinions, the strength of feelings and a sense of the solutions the different parties view as necessary or viable.

From this investigation, I prepare a thorough, objective assessment of the status quo for the Board, supported by my personal insights and recommendations, to help shape next steps.  This means the Board can not only decide upon the right course of action but can execute their plans with relationship dynamics in mind. This ensures that changes are made swiftly, and with minimal negative impact at a very practical and personal level, allowing the organisation to recover quickly.

Conflict at the top: Global Automotive Manufacturer

The arrival of a new CEO for the European arm of a global automotives manufacturer was the catalyst for a breakdown of relationships on the top team.  After around 12 months, the Board decided they had no choice but to intervene, and I was invited to investigate the matter as their Head of People was too closely involved.  Interviews were held with individuals in the US, UK, Europe, and Asia.

It transpired that there had been a complete breakdown of trust between the CEO and the COO, and a rift had taken its course throughout the organisation.  Teams close to the top were displaying some very unhealthy behaviours, such as withholding information from one another, pursuing projects without involving the necessary parties, all of which resulted in some very uncomfortable meetings and interpersonal clashes.  The culture had disintegrated, morale was low, and productivity had been seriously impacted.

The outcome of the investigation process was a global organisational redesign, including the relocation of one European executive to the US, followed by a process of renewing the team’s commitment to common goals and rebuilding the culture based on trust and collaboration.

Ideological divide: International NGO

The transition of leadership at a small International NGO revealed some uncomfortable relationship dynamics at the senior management team level.  The CEO and the Board requested an investigation and I was invited to hold a meet with key stakeholders based in the US, the UK and mainland Europe.  Within these confidential conversations, it was revealed that there were directly opposing views on many critical matters, not least the strategic aims of the organisation.

We discovered that an ideological rift that had developed, with some staff seeking to pursue a more radical policy than either the CEO or Board were willing to entertain.  What began with the CEO questioning her ability to lead such a fractured team, culminated in an assertion of her leadership, and a renewed commitment to the strategic vision.  This prompted the right churn and made way for a new team that was highly motivated by the organisations work and approach to bringing about important reforms within the sector.

Founder crisis: Series A scale up

The founding team of a global scale-up secured a significant investment at Series A, resulting in fast paced change for the organisation as they raced to bring in new talent in every department.  This time also presented itself as a crunch time for the founders who had been a close-knit team working hard through a decade of tough times.  However, the professionalisation of core functions, along with the introduction of experienced executives exposed some weaknesses in the founder skill set, creating tensions that were impeding progress.

The investigation was particularly challenging as it required the founders to put their personal egos and self-interests aside in pursuit of what was right for the organisation’s future.  What they had created, no longer needed them in their current capacity, so some deep reflection and tough conversations were required.

Through discussions with the founders, and some of the new executives, and with the very hands-on attention of the Chairman, we managed to coach the team through some very impactful changes, including the departure of two original founders.  Whilst challenging, the leadership team’s courage to face the matter head on, was rewarded with the ability to manage vital change in a considered and deliberate way, protecting personal relationships whilst allowing the organisation to thrive.