A very useful article for me. I believe that to listen better one has to develop love for other's and de link himself from thoughts , agenda of the past or fur the future.
One ha sto be present where the other person is and create a comfort space and this can result into some very powerful and m,eaningful conversations both at work and at home. I thought this was a very interesting article and echoes some of our own research at Tomorrow's Company.
Company chairmen play a role that is remarkable and hugely complex, one which is becoming ever more demanding and important. We have recently published a series of 'letters to a new chairman' which have been serialised in the Financial Times and celebrates and explores what makes great chairmen, now and in the future.
Sent from a list of different characters — a chief executive, a chief finance officer, a non-executive director, an institutional investor, and so on — the letters form a collective pep-talk and agenda-setting exercise for the new chairman. Your Privacy. For this reason, we inform you that the data collected via the form above is processed electronically for the purpose s specified in this form and will not be used outside this framework.
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Interactions between the chief executive and other members of the top management team appear to follow Retired robotics Tech - There are thing in life that we will never understand just acepta them and Founder - the reason UBER failed and failed mightily is do to arrogance and them thinking the kind of It is also important to note - It is also important to note that networking profiles are not forever fixed In a rapidly changing business environment disrupted by increased regulatory reforms, digitalisation, societal demands, capital An exceptional Chairperson is careful not to allow their own personalities to dominate.
They are willing to be challenged on their own views and enjoy open debate. The role of the Chairperson is a difficult job. They have ultimate responsibility for Board performance.
A good Chairperson gives strength and support to others while being resilient themselves. This requires a strong personality. Even the most experienced and effective Boards can face challenging times and the ability of the Chair to deal with these situations and to bounce back is essential to a Company recovering and moving on.
Through effective communication, the Chairperson gains the confidence of their Board of Directors and provides clarity in the boardroom. Should the chairman be domineering, aggressive, controlling? Or should the chairman use a soft style, gradually bringing the board members to a consensus? Yet, by controlling what goes onto the agenda, how the discussion question is framed, who gets to speak first, I can make a huge difference to the outcome.
The role of board chairman he or she has become a high-pressure, multifaceted job, with many stakeholders holding high expectations on leadership. Yet, as the chairman above wrote, the demands on the chairman are great, yet the resources available are limited. The company secretary is there to support the chairman, but the big decisions, as well as the key relationships, like those with management, shareholders and stakeholders, must be forged by the chairman personally.
This requires deep skills in working with many different kinds of people. Want to improve your board performance? Here are three methods we have found useful in dealing with such situations:. If none of these methods is effective, and if it is impractical to have a frank talk with the dominating member, ask him to listen to a tape recording of the meeting.
That usually does it. This may seem to be an impossible assignment, but it is not. But there is much you can do toward keeping interest high. Here are some suggestions that I have seen work:. Always enforce the spectrum policy; but when the expert shows interest in an idea, try to give him more of whatever he wants.
And if he responds to a line of speculation, urge him to take over. Most of the time the group as a whole will produce only tenuous conclusions at this late stage. If the expert is working hard, he will be listening for clues—statements which are suggestive of a new approach.
These may not be valid in themselves, but with his depth of knowledge he may be able to reshape them into valuable ideas. Since a meeting is more effective with a leader than without one, and since each member, perhaps unconsciously, wants to be a leader, I have suggested a compromise: rotation of leadership. One great benefit of rotation is the chastening and beneficial effect it has on the chairman who has been accustomed to exercising his power and authority in the traditional way.
Experiments with this procedure have produced valuable effects other than this one. When you know you will get your chance to lead, you are more willing to commit yourself to a path of thought even if you are critical of it. This rotation procedure breeds strong motivation in a member to stay with an idea and to cooperate with the present chairman. You learn conclusively that if you doze and doodle while Mr.
A leads, Mr. Every leader discovers that he badly needs all the support he can get. The rotation of leadership not only adds a vital interest to the meeting, it demonstrates as well that the manager is concerned with developing subordinates. In the final analysis, the manager gives up none of his authority and responsibility. He has added to the data available for discovering a course of action. He has also made it clear that the contributions of his subordinates are valued; this results in increased satisfaction, self-regard, and interest.
First of all, manipulation is an extremely difficult thing to get away with—in most meetings members are only too aware that you may try to lead them down the garden path, and they are very resentful of such an approach. Furthermore, manipulation seems to be destructive to the main purpose of the meeting, which is to bring valuable creativity to bear on a problem of real importance.
If you know in advance what conclusions you want the group to reach, you obviously have no real motive or inclination to generate creative discussion. But beyond that you must not ask leading questions or try to control responses to suit your own taste. Similarly, as I mentioned previously, you should be careful to avoid choosing one of your own statements of the problem at the start of the meeting. Such a choice will signal the group that you are serving yourself.
You should contribute problems but not use your own. If your problem statement is good, some leader will eventually use it. Complete abstention from manipulation is difficult but critical.
Between learning the procedures and mastering them, there often comes a time of some frustration. The newness of the method has worn off, but you have not yet perfected your chairmanship technique. This is the time when boredom and disillusionment may be greatest. After continued use of the method and some experiment with wording your responses to the group, you begin to devote your attention more to what is happening and less to the method.
The meetings will begin to move more naturally both for you and for the other group members, and will become more enjoyable as a result. For instance, as you develop skill in listening, you will discover that you hear more things that interest you. It is like playing football. At first, when the team drills and struggles with the mechanics, it is hard work.
Later, when the players no longer need to devote energy to learning the rules and the plays, it becomes more fun. Then the team can work together harmoniously and effectively, taking increasing pleasure in the group sport of winning football games. I do not believe you will need to fake enthusiasm; in time, you will bring it with you to the meeting and it will act like yeast for the whole group.
With their enthusiasm will come more provocative and more constructive and usable responses. Leadership of the kind described is difficult to achieve.
To the executive who considers it, it may seem to threaten power and independent decision making. Actually, most leaders depend heavily on their subordinates.
Perhaps the most difficult aspects are learning to practice nonjudgmental leadership and gaining the ability to follow someone else, perhaps a junior.
I realize that no one can possibly hold to all the principles I have suggested at one time. After years of practice, I still forget some of the behaviors that I myself have helped to design; and you, too, will probably make mistakes.
But if you learn to observe most of the rules, you will usually be able to demonstrate your good intentions to the group; they will overlook an occasional slip—particularly after they themselves have experienced the demands of leadership. The activities I have described are really quite natural ways of thinking and reacting. Listening, supporting the good in a weak idea, using an analogy to renew speculation, taking a vacation from a problem—few of these activities should be strange to you.
I have simply gathered them together and showed that they can become the sinews of an attitude of cooperation and creativity. Although this attitude may be difficult to adopt at the outset, it is possible to attain.
And when it is done, the rewards to both the individual and his organization are great. If you wish to experiment with a meeting of the sort I have been describing, here is a list of the basic steps involved:. When a solution is reached, or when the wells have run dry, relinquish the chair to another member of the group. You have 1 free article s left this month.
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