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