00:00:00
I think with the with the board
00:00:02
dynamics even when there's the closest
00:00:04
relationships that say between a board
00:00:05
chair and CEO and I see this having had
00:00:07
an excellent board chair myself when I
00:00:09
was a a CEO
00:00:11
over my years of leading.
00:00:13
Um there's still a performative element
00:00:14
of that game, right? You're still trying
00:00:16
to show that you're in control, you've
00:00:17
got it sorted. It's quite hard to be
00:00:19
vulnerable if you're a CEO, hard to
00:00:21
express doubt, not even doubt, but even
00:00:23
express uncertainty and I'm not quite
00:00:26
sure these are three crossroads I could
00:00:27
take and not sure which way to go. That
00:00:30
can often make a CEO look weak,
00:00:32
indecisive and so on and that says a lot
00:00:34
about how we think about leadership and
00:00:36
some of our sort of mental models about
00:00:38
it and how
00:00:39
maybe it mis might guide you there, but
00:00:40
that's it is what it is. So often taking
00:00:42
CEOs leadership teams away for a little
00:00:44
while, I don't mean physically all the
00:00:45
time, but
00:00:46
give them that safe space to reflect,
00:00:48
think about what they really see the
00:00:49
problem being in their sector industry.
00:00:52
Help them think of what makes their
00:00:53
perspective unique and different. And
00:00:56
from them crafting a direction that
00:00:58
really feels authentic and distinctive
00:01:00
to them, rather than just copying
00:01:01
whatever everyone else is doing. And
00:01:04
around halfway through that process,
00:01:05
usually a couple of months in when
00:01:06
they've gained some confidence, feeling
00:01:08
good about things, we often bring in the
00:01:09
board for an early pass to say, "How
00:01:11
does this feel?" And we want to make
00:01:13
sure they shape it, of course, and play
00:01:15
a very very proactive role.
00:01:19
>> [music]
