| Pub. Date | : Dec, 2018 |
|---|---|
| Product Name | : Effective Executive |
| Product Type | : Coaching and Mentoring |
| Product Code | : EECM41812 |
| Author Name | : Colin Coulson-Thomas |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 14 |
The collective effectiveness of boardroom teams cannot be assumed and has to be worked at. Boards operate in a business environment of change, uncertainty and insecurity. They are simultaneously confronted with multiple and interrelated challenges and new and unprecedented opportunities. The issues faced by many boards have also become more complex and may have a variety of short, medium and long-term impacts for many corporate activities and, in some cases, most stakeholder groups. They may require collective responses and have implications for how boards operate, governance arrangements and the motivation of directors who feel “out of their depth” and worry whether they are still relevant.
A collection or group of people will not necessarily form a team, let alone an effective one, if they are left to their own devices. Effective teamwork requires effective teambuilding (Adair, 1986). Harnessing the potential of groups can represent a significant challenge (Coulson-Thomas, 1993a). Some groups focus for so long upon their internal effectiveness as a team that they lose sight of their rationale, objectives and external impact. Some groups are also much more significant than others in terms of their potential and actual impacts. For many organizations, the board represents a group of people who have distinctive, formal and both individual and collective responsibilities.