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boards that deliver phần 3

Tập đoàn động lực củng cố khả năng để làm tất cả các thành phần tuân thủ đó là công việc hay không và theo dõi hoặc đóng góp cho chiến lược và lựa chọn Giám đốc điều hành của hội đồng quản trị. Trừ khi giám đốc cá nhân gel có thể vào một nhóm làm việc, họ chỉ đơn giản là không thể có hiệu quả. | Chapter Three Group Dynamics Group dynamics underpins the board s ability to do all the components of its job whether it s compliance and monitoring or making contributions to strategy and CEO selection. Unless individual directors can gel into a working group they simply cannot be effective. That s why group dynamics is the first building block of a Progressive board. Whether or not the individuals gel into an effective group is an unmistakable characteristic of a Progressive board. Every director should feel comfortable adding to the discussion. As Jeff Immelt CEO and Chair of General Electric says The boardroom has to be a place where every voice is heard. Our meetings are very open. Directors can interact with anybody at any time. New ideas arise spontaneously as individuals build on each other s perspectives and those ideas get aired and tested by the group. Gradually the group coalesces around a consensus view so it may act as a single body. Achieving that level of group dynamics is essential to becoming a Progressive board. The group dynamics can be shaped and managed by adopting practices in the following areas Rules of engagement Directors must together define the norms of behavior required to achieve productive dialogue. Board leadership Boards need leaders informal or formal who have an innate ability to keep dialogue on track without stifling dissent to elicit diverse views yet help the board reach consensus. Executive sessions Executive sessions provide a forum for outside directors to air issues but if mishandled they can be enormously damaging to the board s relationship with the CEO. 29 30 Boards That Deliver Board evaluation A board s self-evaluation should uncover the real issues that inhibit effectiveness. The directors should also be prepared to act on the important findings individually and as a group. Managing the unwanted director Boards must be prepared to deal with peers who are unlikely to ever become productive members of the group or who