Situation: The spouse of a CEO works in the business but has conflicts with other employees. This creates personal tension for the CEO. The CEO wants to explore a different role for the spouse, and also wants to create more balance at home. The CEO believes that working with the spouse to create a simple family charter with common values, vision and mission will help the two of them to find common needs and goals both at work and at home. How do you create a family charter?
Advice from the CEOs:
As you build a family charter, consider both your individual and your common views. Once you have established common ground with your spouse, you can bring children into the process to reinforce values and share creation of the vision.
In preparation for this discussion, both you and your spouse should start by thinking about what you each want. Once you have done this, compare notes and look for commonalities where you agree on what is important. These commonalities will form the core of your shared values, vision and mission.
Have lunch with your spouse once a month, just the two of you. Why? Because you are telling your spouse that they take precedence over your second spouse – your job, and you are taking time and attention from work to spend time one-on-one with your spouse. Do this monthly, but not always on the same day – make it more spontaneous and special.
Reinforce your family charter with regular family or one-on-one meetings with your spouse and children.
When having a conversation, focus on listening and don’t try to “fix” things.
Situation: A company has a board which is uncomfortable with strategic issues. Faced with a strategic decision, they gravitate quickly to tactical issues. What can you do to increase the Board’s strategic focus?
Advice from the CEOs:
Change the focus of your Board meetings.
Change the agenda of Board meetings. Start with a review of the Strategic Plan and progress toward meeting the objectives of the Plan. Over time, input to the Plan grows as Board members become more comfortable with the strategic issues addressed in the Plan.
Develop a Board Charter and annual objectives for the Board as a whole.
If you have an individual on the Board who models or nearly models the behavior that you wish to see in the full Board, ask this individual chair a Board subcommittee to work on the Charter. Devote time at Board meeting to discussion of the subcommittee’s recommendations.
Develop annual objectives for the Board, including both global objectives and specifically how you want individual members to contribute. Outline your most important expectations of the Board, what you need from them, and ask them to develop objectives to meet these needs and expectations.
Start to proactively educate your Board on how they can be most helpful to the company.
Gather benchmarking data from similar companies. Educate the Board on best Board practices.
Look at the best performing companies in your industry – preferably organizations that do not compete directly with you – and ask to attend their Board meetings as a guest. You may want to take one of your own Board members along. Look for practices that will augment your meetings.
Augment the Board with individuals who will help to steer it toward the strategic focus.
As you begin to bring the right talent to the Board, recommend the creation of Board subcommittees to work on key strategic areas. At meetings, after the Strategic Plan update, the Subcommittees can formally present their updates to the Board for discussion and consideration. Choice of subcommittee chairs is important to success.