Facilitation of Supervisory Board self-evaluation
In an open dialogue, we help assess the functioning of the board as a supervisory and sounding board, as well as the cooperation with the management and the relationships with internal and external stakeholders. From there, we help compare expectations and help realization.
The success of organizations depends to a large extent on the effectiveness of the board. A board is effective by achieving goals and contributing to long-term value creation. An effective board is able to translate the strategy into concrete goals, the desired behavior and the management of work processes and organization in which the board has an eye for the culture and history of the organization. Hence, the mutual relationships in the boardroom have a major influence on the quality of judgment and decision-making – and therefore also on the effectiveness of the board and the social value of an organization.
SMC can help your organisation in different ways, depending on which aspect of the board you want to have investigated and/or strengthened. Below, we outline a palette of our board effectiveness-related services.
The mutual relationships in the boardroom have a major influence on the quality of judgment and decision-making – and therefore, also on the effectiveness of the board and the social value of an organization. By identifying (possibly) dysfunctional dynamics in time and paying attention to them, a lot of trouble can be avoided. Better still is to proactively pay attention to the mutual relationships and to improve the quality of communication and decision-making in the boardroom as a preventive measure.
We support executives, boards of directors and supervisory boards that want to invest in the quality of supervision and management and that want to prevent possibly dysfunctional dynamics in a timely manner. We help to realize concrete points of improvement and offer tools for further development that increase the efficiency and effectiveness of decision-making and strategy realization. If necessary and desired, we make recommendations for a diverse composition of the board and supervisory boards, in line with the political-social views on a broad talent utilization.
Sometimes an outside look is desired to determine whether it is necessary to intervene in the administration or to find out what the causes and consequences of conflicts have been through truth-finding, in order to learn from them. We use strict protocols for this, including the principle of audi alteram partem: hearing both sides. We also have methods to dispose differences of opinion of their emotional charge if necessary and thus make them constructively negotiable.
Of course, you can also simply use a ‘light’ approach as a proper preparation and guidance of your board self-evaluation. In these cases, we tailor the approach and desired depth to your needs. SMC has developed an instrument to kick off the discussion in the board about strategy realization. We measure employee engagement with, among other things: meaning and short-term goals, culture and leadership, insight in and a sense of the environment, desired behavior and friction with daily practice
Together with the client we look for the best “match” between coachee or issue and the coach. Based on an intake interview, it is determined whether there is a connection and whether the coach is able to help with the jointly defined guidance question.
The focus in individual coaching is mainly on dealing with resistance and conflicts, increasing the capacity for strategic thinking, effectively influencing, setting boundaries and coping with pressure and thus preventing burnout symptoms. This form of coaching gives executives a better insight into their own motives, competencies, ambitions, career wishes and development opportunities, so that they can better deal with personal pitfalls and obstacles.
In team coaching, we focus on improving team effectiveness in order to achieve the strategy and associated goals and targets. Division of tasks and roles, agenda hygiene, communication, addressing each other, working together, connecting, and keeping each other involved, are common themes.
Are you curious about the effectiveness of your board? We would like to talk to you and, in consultation with you, will make a tailor-made plan with the corresponding estimate of a budget, to increase your effectiveness.
6 ‘Best practices’ in supervisory and non-executive boards When we as Strategic Management Centre (SMC) facilitate self-evaluations of supervisory boards (SBs) or one-tier boards (OTBs) with non-executive directors, we notice…
