Be On The Board Once
No one knows where this will lead, and what power sharing or cohabitation it will carve, but it will certainly bring us face-to-face with our own inconsistencies, and give our employees a chance to feel effectively empowered—with a strong voice. We should never be scared of our own people, whatever it is they have to say or demand—the result is always vastly superior to the ostrich approach of looking for subtle ways of keeping their demands subdued.
In a Nutshell
Our ideas of company board meetings are heavily dictated by what we see in popular culture: Large, opulent conference rooms; men and women smartly dressed in suits; and heated arguments on mute because you’re always outside the soundproof glass walls of the board room. The business of the board has always been a well-guarded secret that comes into public scrutiny only when there’s a corporate disaster.
In fact, employees in most organizations never get the chance to personally meet or interact with board members; and, they often believe the decisions that affect them are taken by people who don’t know them or care about their opinions. In reality, a very negligible percentage of an organization’s employees really understand the rationale behind the strategic decisions made by the top-brass leadership.
The conventional demarcation between the people who strategize and those who execute those strategies isn’t the best recipe for employee engagement. When people don’t really understand or connect with the strategies you propose to them, it leads to poor execution, especially on the frontlines, and defeats even the best among strategies.