Boardroom Leadership: Highly Effective Directors Building Long-Term Shareowner Value
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Boards are full of extremely able people who have demonstrated a high level of skill throughout their careers. Most directors are committed to serving their boards at their highest level of ability and strive to increase shareowner value. This is borne out by McKinsey's 2013 Global Survey on improving board governance, through which directors reported high levels of understanding of important company knowledge. 90% believed that their boards were becoming even more effective. Yet, according to PwC's 2013 Annual Corporate Directors Survey, 35% of directors believe that a member of their board should be replaced. What is the likelihood that they are talking about you? Are you delivering the outstanding value you are capable of to your board? Do your contributions inspire your colleagues to reach for a higher level of performance, both individually and collectively? Is your board better off because it has you as a director? To listen to a recording of this webinar and access more supporting documents, visit https://www.xceo.net/news/xceo_webinar_5-13-2014.cfm.
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Boardroom Leadership: Highly Effective Directors Building Long-Term Shareowner Value
- 1. Boardroom Leadership Highly Effective Directors Building Long-Term Shareowner Value XCEO XCEO
- 2. Property of XCEO, Inc. 2014 © Boardroom Leadership Outline: • Setting the tone: what is a highly effective director? • How do you know if you are one? • How to build your effectiveness • How to sustain effectiveness
- 3. Property of XCEO, Inc. 2014 © Boardroom Leadership Setting the tone: what is a highly effective director? A highly effective director contributes to building a boardroom environment which inspires the organization to perform at its highest levels of capability, resulting in increased long-term shareowner value.
- 4. Property of XCEO, Inc. 2014 © Boardroom Leadership How do you know if you are one? Constructive Analytical Introspection A data driven process that helps directors assess their performance based on intellectual honesty and self-reflection.
- 5. Property of XCEO, Inc. 2014 © Boardroom Leadership How to Build Your Effectiveness
- 6. Building Blocks of Personal Effectiveness Property of XCEO, Inc. 2014 © Boardroom Leadership Presence Knowledge Engagement Alignment
- 7. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence • What it Means • Why it’s Important • Survey Results Knowledge Engagement Alignment Building Blocks of Personal Effectiveness
- 8. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence: Showing up… Showing up on time… Showing up prepared to play.
- 9. Property of XCEO, Inc. 2014 © Boardroom Leadership Attendance Attentiveness Sharing Punctuality Visionary Role Model High 10 10 10 10 8 9 Low 9 8 8 9 8 8 Avg. 9.8 8.8 8.6 9.8 8 8.6 0 2 4 6 8 10 Range of Webinar Responses 0 2 4 6 8 10 Industry Webinar Presence Aggregate Industry Webinar 0 2 4 6 8 10 Attendance Attentiveness Sharing Punctuality Visionary Role Model Presence Detail Enlightened Industry Webinar
- 10. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence Knowledge • What it Means • Why it’s Important • Survey Results Engagement Alignment Building Blocks of Personal Effectiveness
- 11. Property of XCEO, Inc. 2014 © Boardroom Leadership Knowledge: Because of the internet of everything, everyone in the room is likely to know something about the topic at hand, but because of risk, be reluctant to share it.
- 12. Property of XCEO, Inc. 2014 © Boardroom Leadership Driven by Facts Competence Preparation Relevance Personal Assessment Continuing Education High 10 9 10 10 10 10 Low 8 8 8 9 9 1 Avg. 8.8 8.8 8.8 9.2 9.4 7.6 0 2 4 6 8 10 Range of Webinar Responses 0 2 4 6 8 10 Industry Webinar Knowledge Aggregate Industry Webinar 0 2 4 6 8 10 Driven by Facts Competence Preparation Relevance Personal Assessment Continuing Education Knowledge Detail Enlightened Industry Webinar
- 13. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence Knowledge Engagement • What it Means • Why it’s Important • Survey Results Alignment Building Blocks of Personal Effectiveness
- 14. Property of XCEO, Inc. 2014 © Boardroom Leadership Engagement: Directors are expected to contribute significantly more today than yesterday.
- 15. Property of XCEO, Inc. 2014 © Boardroom Leadership Team Player People Development Special Assignments Leadership Constructive Chaos High 9 10 10 10 9 Low 8 7 6 7 7 Avg. 8.6 8.8 7.8 8.4 7.8 0 2 4 6 8 10 Range of Webinar Responses 0 2 4 6 8 10 Industry Webinar Engagement Aggregate Industry Webinar 0 2 4 6 8 10 Team Player People Development Special Assignments Leadership Constructive Chaos Engagement Detail Enlightened Industry Webinar
- 16. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence Knowledge Engagement Alignment • What it Means • Why it’s Important • Survey Results Building Blocks of Personal Effectiveness
- 17. Property of XCEO, Inc. 2014 © Boardroom Leadership Alignment: Because of the need to demonstrate independence, there is likely to be a larger variety of points of view and opinions.
- 18. Property of XCEO, Inc. 2014 © Boardroom Leadership The Alignment Phenomenon Knowledge Engagement Desired Alignment
- 19. Property of XCEO, Inc. 2014 © Boardroom Leadership Conflict Free Independence Results Oriented Customer Centricity High 10 10 9 10 Low 8 8 8 7 Avg. 9.2 9.4 8.4 8.4 0 2 4 6 8 10 Range of Webinar Responses 0 2 4 6 8 10 Industry Webinar Alignment Aggregate Industry Webinar 0 2 4 6 8 10 Conflict Free Independence Results Oriented Customer Centricity Alignment Detail Enlightened Industry Webinar
- 20. Property of XCEO, Inc. 2014 © Boardroom Leadership Presence Knowledge Engagement Alignment Building Blocks of Personal Effectiveness
- 21. Property of XCEO, Inc. 2014 © Boardroom Leadership How to Sustain Effectiveness
- 22. Property of XCEO, Inc. 2014 © Boardroom Leadership
- 23. Property of XCEO, Inc. 2014 © Boardroom Leadership Potential Pitfalls: Do not underestimate your colleagues’ potential resistance to your pursuit of excellence Knowing twice as much as everyone in the room does not suggest that you should speak twice as much as everyone in the room Be careful not to suffer in silence Do not allow your limited knowledge to deter you from participating Resist the urge to maintain your point of view as a demonstration of your independence
- 24. Property of XCEO, Inc. 2014 © Boardroom Leadership
- 25. Boardroom Leadership Highly Effective Directors Building Long-Term Shareowner Value XCEO XCEO